Emergency Response Supply Chain Assessment

August 2007

Conducted by:

On behalf of: Australian Council for International Development’s Humanitarian Reference Group and Australian Government, AusAID

2 Executive Summary

Experiences from recent emergencies revealed that supply chain activities in the first phase of emergency response (including procurement and transport of relief items) tend to involve a lot of activity starting outside of the affected area, in the strategic zones (out of the affected country and often in the headquarters of an agency). In the study area, Access and Transportation was found to be the most challenging area of Supply Chain Management in 15 out of 16 countries in the eastern Asia and Pacific regions. 24% of all challenges identified related to Access and Transportation. Significant challenges have also been identified in the areas of Market Capacity, People Management and Coordination and Storage and Warehousing. Recommended Supply Chain Management solutions to the challenges identified include the pre-positioning of relief items further down the supply chain, in the tactical zones (just outside the affected area but often inside the affected country or in a neighbouring country). The implementation of some or all of these recommendations will have a direct impact on the efficiency and effectiveness of emergency response.

3 3 Acknowledgements

The authors wish to thank the following individuals, agencies and organizations (listed alphabetically) for their contributions of information, time and resources to this study:

Philippa Beale – Caritas Australia in Timor Leste; Charles P. Bernimolin – Regional Disaster Response Advisor, UNOCHA Pacific; Simon Boe – World Vision Vanuatu; Virginie Bohl – LSU, UNOCHA Geneva; Raymond Bojczuk – A/Emergencies Manager Humanitarian and Emergencies Section, AusAID; Bernard Broughton – Director, Project Design and Management Pty Ltd; Florent Chane – Program Officer, Australian Red Cross (project Technical Working Group member); Miriam R. Chin – Palau Red Cross; Douglas Clark – IFRC; Keryn Clark – Oxfam Australia in Timor Leste (and colleagues); Tristan Clements – World Vision Australia; Charlie Damon – Programme Officer, Oxfam Australia; Junus David - Country Program Coordinator, World Vision Australia (project Technical Working Group member); Alejandra Efron – Project Researcher for this study; Silvia Fanggidae – PIKUL, Indonesia; Adriana Carvalho Friedheim – Humanitarian Affairs Officer, UNOCHA Pacific; Augustine Garae – Vanuatu Red Cross; Harry Gubala – Disaster Management Officer, Oxfam International Papua New Guinea; Fiona Hamilton – World Vision Timor Leste; Kim Hayes – Oxfam Australia; Nuran Higgins – Program Officer, International Emergencies, Australian Red Cross (project Technical Working Group member); Graham Kenna – Logistician, Oxfam Australia; Eric Legendre – French Red Cross; Neryl Lewis – Humanitarian and Emergencies Section, AusAID; Antonio Massella – Humanitarian Affairs Officer, UNOCHA Papua New Guinea; Leon Miles – Water and Sanitation Technical Advisor, Oxfam Australia; Claire Montesano – Oxfam Australia; Isabelle de Muyser-Boucher – Humanitarian Affairs Officer, ESB/LSU, UNOCHA Geneva; Jimmy Nadapdap – World Vision Indonesia; Jamie Newton - Supply Chain Manager, World Vision Australia (project Technical Working Group member); Georgina Padgham – Australian Red Cross; Jan Parry – Plan International Australia; Matthew Piening – Oxfam Australia; Gregory Platt – Australian Red Cross; Niki Rattle – Cook Islands Red Cross (and colleagues); Ranmal Samarawickrama – Caritas Australia; Carly Sheehan – Humanitarian and Emergencies Coordinator, ACFID; Jeremiah Tabua – World Vision Solomon Islands; Rex Tara – Oxfam in the Solomon Islands; Sione Taumoefolau – Tonga Red Cross; Anthea Toka – Oxfam International Vanuatu; Fadli Usman – World Vision Indonesia; Rebecca Vince – Emergency Logistics Coordinator, Oxfam Australia (project Technical Working Group member and day to day Project Manager for this study); Michael Vytilingam – Database Volunteer, Oxfam Australia; Phillip Walker – Oxfam Australia; Sizue G. Yoma – Executive Director, Micronesia Red Cross Society; Richard Young – Emergencies Unit Manager, Oxfam Australia; Saito Yukiya – International Operations Coordinator, Japanese Red Cross Society.

AFAP; Australian Government, AusAID (participating agency); AustCare; Australian Council for International Development; Australian Red Cross (participating agency); CARE Australia (participating agency); Caritas Australia (participating agency); Fiji Red Cross; Habitat; Oxfam Australia (participating agency); Plan Australia (participating agency); RedR Australia; Samoa Red Cross; World Vision Australia (participating agency); World Vision in Papua New Guinea.

4 Table of Contents

PAGE NUMBER

2 EXECUTIVE SUMMARY 3

3 ACKNOWLEDGEMENTS 4

5 ACRONYMS 6

6 GLOSSARY OF TERMS 8

7 RATIONALE AND METHODOLOGY 9

8 INTRODUCING THE STUDY AREA 12

9 RESULTS: COUNTRY PROFILES 13

10 ANALYSIS 51

11 RECOMMENDATIONS 57

12 REFERENCES 63

13 ANNEXES 69

5 5 List of Acronyms ACFID Australian Council for International Development ADSL Asymmetric Digital Subscriber Line AmCross American Red Cross AUD Australian Dollar AusAID Australian Agency for International Development A satellite based mobile telecommunications service based in Indonesia BYRU with a range up to Papua New Guinea in this study area C-130 Lockhead Hercules four engine turbo prop cargo aircraft DFAT Australian Department of Foreign Affairs and Trade DM Disaster Management FEMA Federal Emergency Management Agency FSM Federated States of Micronesia GPS Global Positioning System HF High Frequency [radio communication] HLS Humanitarian Logistics Software HRG Humanitarian Reference Group IASC Inter Agency Standing Committee IDP Internally Displaced Persons IFRC International Federation of Red Cross and Red Crescent Societies INGO International Non Governmental Organisation IOM International Organisation of Migration IUSN Internet Users Society of Niue Joint International Non-Governmental Organisations Network (for Radio JINGO Communications) KL Kuala Lumpur Medevac Medical Evacuation MoU Memorandum of Understanding MTRC Mumps Technology Resource Centre NDMO National Disaster Management Office NDPAC National Disaster Preparedness and Awareness Committee NFC National Fisheries Corporation NFI Non-Food Item NGO Non Governmental Organisation NZAID New Zealand International Aid and Development Agency NZD New Zealand Dollar NZ New Zealand OAus Oxfam Australia OCHA (UN) Office for the Coordination of Humanitarian Affairs PDM Project Design & Management Pty Ltd PPVC Plasticised Polyvinyl Choride PNG Papua New Guinea RAMSI Regional Assistance Mission to the Solomon Islands RLU Regional Logistics Unit SAR Search and Rescue SDV SDV International Logistics SIA cargo Singapore Airlines Cargo SI/Telekom Solomon Islands Telecom SSF Shared Storage Facility TWG Technical working group UN United Nations UNDAC United Nations Disaster Assessment and Coordination

6 UNDMT United Nations Disaster Management Team UN DMT IASC UN Disaster Management Team Inter Agency Standing Committee UNHCR United Nations High Commissioner for Refugees UNHRD United Nations Humanitarian Relief Depot UNICEF United Nations Children Fund UNOTIL United Nations Office in Timor Leste USAID United states Agency for International Development USD United States Dollar VHF Very High Frequency [radio communication] WatSan Water and Sanitation WFP World Food Programme WV World Vision

7 6 Glossary of Terms

Coverage Area - the geographical area in which a humanitarian actor is implementing and / or supporting programs.

Critical Zone (of an emergency) - the locality where the emergency occurred (sometimes referred to as the affected area / zone).

Emergency Response - this term is used in a number of different ways within the humanitarian sector but, for the purposes of this study, emergency response refers to an international humanitarian intervention in response to both natural and human-made disasters, ranging from earthquakes and cyclones through to civil unrest.

Medium In Country Storage Facility (MIC SF) – A store containing (non food, non medical) relief items sufficient to support the most urgent needs of 10,000 beneficiaries.

Pre-positioning - the purchasing and storage of supplies in advance of a specific program- generated supply request.

Phase One (of Emergency Response) – the first two week period following the onset of an emergency

Regional – referring to countries in geographical (logistical) proximity to the country in question.

Regional Storage Facility – A store containing (non food, non medical) relief items sufficient to support the most urgent needs of 50,000 beneficiaries, with the added potential to serve / support countries other than that in which it is sited.

Small In Country Storage Facility – A store containing (non food, non medical) relief items sufficient to support the most urgent needs of 5,000 beneficiaries.

Supply Chain - for the purpose of this study the term supply chain starts from the point at which supplies are initiated in an emergency response and continues to the point at which these supplies reach their response destination. The supply chain includes all processes from initial procurement to end point delivery at implementation site and has both temporal and geographical dimensions.

Strategic Zone (of an emergency) - representing the larger sphere of influence, the strategic zone can be best described as the decision making zone and that in which managerial, coordination and logistical activities reach furthest.

Study Area – an area comprising four provinces in Eastern Indonesia, Timor Leste and fourteen Pacific Island nations.

Surveyed Relief Items - For the purposes of this study, the technical working group compiled a list of 26 relief items which are often needed in emergency response. These items include water supply items, NFI distribution items, health and hygiene items and shelter items. The list is non- food, non-medical and can be found in full in Annex C. These items were then included in the Supply Chain Questionnaire which was distributed to implementing field offices within the study area.

Tactical Zone (of an emergency) - usually located outside of the Critical Zone, this is where there is the highest concentration of personnel and services during an emergency response.

8 7 Rationale for the study and Methodology

7.1 Background and Rationale

The challenges faced in responding to international emergencies are often compounded by supply chain difficulties. Examples of these include long lead times, a dependence on sole suppliers for specialist items, multiple handling and often reliance on poor transportation infrastructure. There are few places in the developing world where this is more pronounced than in the Asia Pacific region identified in this study. A critical factor in planning for emergency response is the geographical location in which your supply chain is initiated. In its simplest explanation, where you decide to start moving your emergency supplies from will have an enormous impact on your speed of response. It was with this in mind that the ACFID HRG members and the AusAID Humanitarian and Emergencies section had been in discussions for some time as to the feasibility of pre- positioning stocks at a shared facility within Australia, for rapid deployment during an emergency response. Whilst an Australia based storage option was widely favoured in the months leading up to this study, the group recognized the need to conduct further research into a broader range of supply chain solutions to meet this and other identified challenges in the region. This project was jointly funded by a number of the ACFID HRG members and AusAID’s Humanitarian and Emergencies section and was initiated mid February 2007. The overall purpose of this study was to: “Assess the capacity of the humanitarian supply chain in the Pacific, East Timor and [parts of] Indonesia, with the aim of improving the preparedness prior to, and efficiency and effectiveness during, international emergency response.” With the aim: “To strengthen the supply chain capacity in the project region by examining a suite of supply chain options in coordination with local stakeholders.” The principal objective of this stage of the project was: “Information gathering, review and analysis, identifying key challenges and reporting initial recommendations and supply chain solutions.” (Annex A: Proposal: Emergency Response Supply Chain Assessment)

This report encapsulates the findings from a five month period of information gathering, research and analysis conducted between 21/02/2007 and 25/07/2007. There follows a brief summary of the methodology employed during this period. 7.2 Methodology Who was involved?

The participant agencies included the ACFID Humanitarian Reference Group and AusAID’s Humanitarian and Emergencies Section. A technical working group was established in January 2007 to manage the day to day progress of the project. Member agencies to the technical working group were: • Oxfam Australia • Australian Red Cross • World Vision Australia

9 The technical working group met, on average, every two weeks between February 2007 and end July 2007 in Melbourne to monitor the progress of the project. Technical decisions on content, for instance the items to be included in the questionnaire and the logistics questions to include, were decided by the technical working group members. However, key decisions of relevance to the wider ACFID-AusAID group, including the finalizing of the study area and countries to include, were discussed at the ACFID HRG meetings. Progress was reported to the wider ACFID-AusAID group at two or three intervals during the project period. To conduct the majority of the information gathering, the technical working group recruited a Logistics Research Officer to work on the project between April 2007 and July 2007. As can be seen in the list of acknowledgements, a large number of individuals and organizations contributed time and resources to this study, including implementing field offices and partners in the study area countries. How was research conducted?

A variety of methods were used to collect information for this study, including: • Detailed questionnaires (Annex B) and market surveys (Annex C) were sent to each country in the study area. The return summary of questionnaires can be found in Annex D. • Interviews (in person, by phone and by email) were conducted to compliment and verify the information gathered. • A balance of qualitative and quantitative information was collected. • Independent research from a wide range of sources was conducted (See section 12) Following the onset of the Solomon Islands tsunami-earthquake emergency in the middle of this project period, a decision was taken by the ACFID-AusAID group to extend the project period. This enabled the technical working group to engage in more detailed ‘real-time’ research into the supply chain strengths and challenges in this response. Information gathered for this case study was primarily by way of detailed interviews with those directly involved in logistics and supply chain activities during the response. All information collated was anonymised and denuded of agency-sensitive information. What did we cover?

A broad range of areas relevant to logistics and supply chain management in emergency response were researched in this study. They include: • Previous Experiences • Storage Initiatives (in country and regionally) • In country Market information • Access and Transportation • Import and Customs Clearance • People Management and Coordination • Communications Infrastructure For each country in the study area, information was grouped and summarized under the following headings: • Country Characteristics • Examples of Recent Emergencies

10 • In Country Supply Chain Capacity • Access to External Supply Chain Capacity • Supply Chain Challenges (Detailed questionnaire information reported for each country is presented in Annexes E1 – E7 inclusive) What did we not cover?

The following topics were considered to be outside the scope of this study: • Military / Defence Force relationships and resources available / accessible to INGOs in emergency response – whilst reference to these resources and relationships is occasionally made in this report, it was considered to be an area of study which is currently outside the sphere of influence of the participant agencies in this project. • International and in country government mandates, roles and responsibilities in emergency response – whilst reference to this area is occasionally made in this report, it was considered to be an area of study which is currently outside the sphere of influence of the participant agencies in this project. • Material donations / gifts in kind from private companies during emergency response. • Utilisation and prior performance of pre-positioned storage facilities managed externally to those agencies participating in this study. • Detailed costs, availability and specifications of items in each country in the study area – indicative costs were collected for the items surveyed and four specification criterion given (see Annex C and Annex E3). • Detailed costings of SIC SF, MIC SF and RSF options (only indicative costings were prepared for the Recommendations section 11) • Food and Medical item supply chain capacity and challenges – it was decided that these items require unique supply chain infrastructure and capacity, as well as creating challenges unique to their operational sectors. As such, it was considered outside the scope of this study to include food and medical items in our research. • Given that this study is focusing on the first phase of emergency response, no particular emphasis has been placed on shipping routes and sea freight capacity. This is because, after initial research into this area, it was found that services rarely, if ever, have the capacity to deliver relief items within one week following the onset of an emergency.

11 8 Introducing the Study Area

The area studied in this project comprised a total of 16 countries located in the Pacific and neighbouring areas of eastern Asia. These countries were selected by the participating agencies using a number of criteria, including: • Vulnerability to emergencies • Experiences of recent emergencies • Geographical location • Participant agencies’ operational areas

They are shown, (listed alphabetically and numbered) in the table below:

Country reference Approximate Country Name number for Population this study 1 Cook Islands 21,000 2 Republic of the Fiji Islands 900,000 3 (Eastern) Indonesia: the provinces of Ambon, 16,400,000 Kupang, Makassar and Jayapura 4 Kiribati 100,000 5 Republic of the Marshall Islands 60,000 6 Federated States of Micronesia 107,000 7 Nauru 14,000 8 Niue 1,500 9 Palau 20,000 10 Papua New Guinea 5,600,000 11 Samoa 180,000 12 Solomon Islands 500,000 13 Timor Leste 1,000,000 14 Tonga 112,000 15 Tuvalu 12,000 16 Vanuatu 200,000 (www.cia.gov/library/publications/the-world-factbook/index.html)

The area studied is immersed in a zone of violent volcanic and tectonic activity, sometimes referred to as the Pacific ‘ring of fire’. Countries studied are vulnerable to a number of different types of emergency, including: • tropical cyclones • typhoons • volcanic eruptions • earthquakes • tsunami • floods • drought • landslides • civil unrest

Annex M details some additional characteristics pertaining to each of the countries studied.

12 9 Results: Country Profiles

9.1 Cook Islands

Information collected in the period: March 2007 – July 2007 Information pertaining to Emergencies in the period: 2002 – March 2005

Characteristics: The Cook Islands consist of two main groups of islands covering a total land area of approximately 230sqkm; the northern most group are principally coral atolls, whereas the southern, more densely populated group are more elevated, volcanic islands, the largest of which is Cyclones Rarotonga (www.cia.gov/library/publications/the-world- factbook/index.html). With a population of approximately 21,000, the Cook Islands are among the smallest countries in the study area. The Cook Islands are vulnerable to tropical cyclones. Examples of Recent Emergencies In the period studied, respondents reported five tropical cyclones which affected the Cook Islands (cyclones Meena, Nancy, Olaf, Percy and Rae). http://worldatlas.com/webimage/countrys/o In Country Supply Chain Capacity ceania/cknewz.gif Market The following chart illustrates the availability of surveyed relief items (Annex C) in the Cook Islands, as reported by questionnaire respondents to this study.

Cook Islands

No of SuppliersNo 2

0 1 2 3 4 5 6 7 8 9 1011121314151617181920212223242526 Item Number

As shown, all 26 of the surveyed items are reportedly available in country and all from multiple suppliers. In addition, it was reported that surveyed specialist water and sanitation items (including plumbing fittings and parts) are available in country. Access and Transportation • Of approximately 320km of roads in the Cook Islands, only 10% are paved (www.cia.gov/library/publications/the-world-factbook/index.html) • The Cook Islands have 2 airports with paved runways (35)(www.cia.gov/library/publications/the- world-factbook/index.html): Rarotonga and Aitukaki. • Domestic air services in the Cook Islands include those of Air Rarotonga • The Cook Islands’ main seaport is Aviatu on Rarotonga.

13 • Inter island shipping services are available, although the quality of the vessels is reportedly not consistent and services can be unreliable. Additional Supply Chain Capacity • 1 x 20ft container with supplies sufficient for approx 800 beneficiaries is in place in Rarotonga, (reportedly containing blankets, bed sheets, tarpaulins, water containers, cooking sets and hurricane lamps). This store does not reportedly contain any items for water treatment or water supply. • Respondents reported that, in one recent emergency, the Cook Islands government allowed access to their warehousing facilities for the storage of relief items. • Respondents reported that MoUs written and / or documents to accompany relief items in the response were, for the most part, sufficient to clear customs without charges. However, some goods sent from Samoa to the Cook Islands had to follow a more stringent process for clearance. • Communications infrastructure is available and, for the most part, reliable including mobile and satellite telephone communications. Access to External Supply Chain Capacity • International courier companies, including DHL, UPS, TNT and FedEx reportedly serve the Cook Islands urban centres. • The Cook Islands are serviced by a number of international airlines, including Air New Zealand and Pacific Blue (Annex F).

Supply Chain Challenges Respondents reported the following key challenges in the Cook Islands’ supply chain during and prior to emergency response: • The geographical spread of the islands and their remoteness makes access challenging, particularly during the cyclone season when access by boat is unpredictable and slow. • Loading and offloading of items onto sea vessels was reportedly a challenge in a recent emergency, given that there are not many landings / handling facilities to do this in the Cook Islands. • In one emergency, respondents reported that one of the airports was damaged and this could hinder the influx of relief items if this were to happen again in the future. • Respondents reported customs clearance as a challenge in a recent emergency response. • One respondent reported that only approximately 20% of items for an emergency response were sourced in country, with approximately 80% of items sourced internationally. • There were challenges in finding secure and undamaged warehousing / storage accommodation in areas affected by the cyclones since, on the affected islands, most buildings had suffered structural damage. • Offices located on vulnerable coastal areas had to be relocated (to an individual’s home) during the emergency, requiring considerable logistics effort and reinstallation of equipment and communications. • Delays were experienced in receiving supplies internationally to Pukapuka during the emergency, which meant that some items were sourced from neighbouring Samoa instead. • Challenges in having to make purchases quickly and in multiple currencies had not been anticipated and caused some delays. • Suppliers ran out of some of the key relief items (including rope, tarpaulin, kerosene and lanterns) during the emergency, mainly because of panic buying by those who could afford to. • Challenges in transportation – few vehicles are available for transporting relief items and some of those which are available are currently off road due to lack of availability in country of parts and servicing. Private vehicles owned by volunteers were used in some cases for relief item distribution. • Whilst the container of relief items in Rarotonga was well sited and accessible, no thought had been given to the removal and handling of goods during extreme weather. Many items were rained on during unloading and reloading and remaining items in the store were also rain-damaged while the doors were open. • Whilst formal inter agency coordination mechanisms are reportedly in place, with regular meetings, no information was available as to whether or not supply chain challenges are included in these discussions. 14 9.2 Republic of the Fiji Islands (Fiji)

Information collected in the period: April 2007 – July 2007 Information pertaining to Emergencies in the period: April 2004 – February 2007

Characteristics: Fiji consists of an estimated 110 inhabited islands (out of a total of approx. 332), covering a total area of approximately 18,200sqkm. (www .cia.gov/library /publications /the-world- Floods 07 factbook/index.html) With a population of approximately 900,000 Fiji is among the larger countries in the study area.

Examples of Recent Emergencies Floods 04-05 Fiji is vulnerable to tropical cyclones, floods and landslides. Respondents reported experiences from flooding in April 2004, September 2005 and February 2007.

In Country Supply Chain Capacity http://media.maps.com/magellan/images/fijirah. Market The following chart illustrates the availability of surveyed relief items (Annex C) in Fiji, as reported by questionnaire respondents to this study.

Fiji

15 No of Suppliers of No 10

0 1 2 3 4 5 6 7 8 9 1011121314151617181920212223242526 Item Number

As shown, 24 out of the 26 surveyed items are reportedly available in country and all from multiple suppliers (exceptions reported were bladder tanks and tents). In addition, it was reported that surveyed specialist water and sanitation items (including plumbing fittings and parts) are available in country. The currency in Fiji is the Fijian Dollar (FJD).

Access and Transportation

• Of approximately 3440km of roads in Fiji, almost half (49%) are paved (www.cia.gov/library/publications/the-world-factbook/index.html). • Fiji has 3 airports with paved runways (www.cia.gov/library/publications/the-world- factbook/index.html); the principal two airports are Nadi and Nausori. • Fiji’s main sea ports are Lautoka and Suva. • Domestic airlines serving Fiji include Air Fiji, Pacific Island Seaplanes and Freedom Air. • Small and large goods trucks, four wheeled drive vehicles, helicopters, seaplanes and sea vessels are reportedly available in country. • There are approximately 200km of inland waterways in Fiji, approximately 120km of which are navigable by 200MT barges and various motorized craft.

Additional Supply Chain Capacity

• 24 x container stores and 2 other storage facilities are reported in 17 locations in Fiji (Chane, 2006). • Tax exemption status for relief items is reportedly available and can be arranged in advance. • Strong communications infrastructure is available and reliable, including broadband internet connection, landline and mobile telephones and HF radio.

Access to External Supply Chain Capacity

• Fiji is serviced by a number of international airlines including Air Pacific, Air New Zealand, Freedom Air, Pacific Blue and Korean Air (Annex F). • International courier companies, including DHL, UPS, TNT, FedEx and CDP reportedly serve Fiji’s main urban centres.

Supply Chain Challenges Respondents reported the following key challenges in Fiji’s supply chain during and prior to emergency response: • During emergency response, the cost of purchasing items from in country suppliers increases, as compared to non-emergency market prices. • During emergency response, the cost of sourcing transportation in country increases, as compared to non- emergency market prices.

16 9.3 (Eastern) Indonesia Provinces

Information collected in the period: March 2007 – July 2007 Information pertaining to Emergencies in the period: November 2004 – April 2007

Earthq-04

Region studied Floods -07

(www.cia.gov/library/publications/the-world-factbook/index.html)

Characteristics:

The four provinces in this study have the following characteristics: 1 Ambon [Maluku Province] Population: 1,261,100 Area: 43,610 sqkm. 2 Kupang [Nusa Tenggara Timur Province] Population: 4,123,400 Area: 47,876 sqkm. 3 Makasar [Sulawesi Selatan Province] Population: 8,639,800 Area: 72,781 sqkm. 4 Jayapura [Papua Province] Population: 2,460,700 Area: 421,981 sqkm. Together, these provinces constitute the largest ‘country’ in this study region.

Examples of Recent Emergencies

Indonesia as a whole is vulnerable to a number of different hazards, including floods, severe drought, tsunami, earthquakes, volcanic eruptions, forest fires and landslides. Respondents reported their experiences in:

• Alor earthquake, Nov 04 • Jayawijaya famine – 1997 • Jogyakarta earthquake – May 2006 • Jakarta floods – Feb 2007 • Manggarai landslides – March / April 2007 • West Timor flood - Jan-March 2006 • Nusa Tenggara Timor famine - 1998

In Country Supply Chain Capacity

Market

It was reported that 6 out of the 7 surveyed specialist water and sanitation items (including plumbing fittings and parts) are available in country. The principal currency of Indonesia is the Indonesian Rupiah (IDR).

The following chart illustrates the availability of surveyed relief items (Annex C) in Indonesia, as reported by questionnaire respondents to this study.

17 East Indonesia

No ofSuppliers No 2

0 1 2 3 4 5 6 7 8 9 1011121314151617181920212223242526 Item Number

Access and Transportation

• Many types of transportation are reportedly available in Indonesia, including four wheeled drive vehicles, small and large goods trucks, small and large boats and trains. • It was reported that trains are only available in the northern part of Java and some parts of southern Sumatra. • Indonesia has strong sea transportation infrastructure between all major cities in its archipelago. Respondents reported that sea transportation was the most reliable means of transportation in the eastern provinces of Indonesia, more so than air transportation. However, respondents reported several incidents in recent years of poorly / over loaded ferries and other vessels which capsized.

Additional Supply Chain Capacity • INGOs reportedly coordinate at times on supply chain activities, including warehousing • Various commercial warehousing options are reportedly available in most major Indonesian cities. • It was also reported that a government managed warehousing agency BGR (Bhanda- Ghara-Reksa) has spaces available for short and long term rentals. (http://www.bgrindonesia.com/) • BGR also reportedly acts as one of many freight forwarding companies operating in Indonesia • DHL, UPS and Tiki also reportedly serve Indonesia’s urban centres • Communications infrastructure is strong in Indonesia, greatly assisted by the recent emergence of the BYRU service, the first satellite based mobile telecommunications service to be based in Indonesia • Respondents reported that many in country suppliers have networks and infrastructure extending not only to province centres / hubs, but penetrating within smaller districts and subdistricts in these provinces.

Access to External Supply Chain Capacity • Many international forwarding agents and shipping companies reportedly have links in Indonesia, either directly through operational branches in country or though strong sister / partner company relationships. • National and international survey companies (including, for example SGS, Lloyd and Sucofindo) provide detailed shipping survey information, for instance to ensure vessels are fit for cargo carrying purposes. (http://www.sucofindo.co.id/sics.htm)

• The World Food Programme are in the process of establishing four new Humanitarian Response Depots (HRD), in addition to the existing depot in Brindisi, in the following strategic locations: Panama City (Panama) Accra (Ghana) Dubai City (Dubai) Subang (Malaysia)

This initiative will reportedly “support emergency response by the UN, international, governmental and non-governmental organisations”. (WFP Operational Priorities, 1 February 2007); (http://wfp.org)

The latter of these four sites has significant potential to strengthen the supply chain and, as such, improve the efficiency and effectiveness of emergency response in Indonesia.

Supply Chain Challenges Respondents reported the following key challenges in Indonesia’s supply chain during and prior to emergency response: • Quality of the items provided sometimes did not meet the needs of the beneficiaries. • In one response to the Alor earthquake, supplier capacity in the affected area was overwhelmed but items were supplied from Surabaya and Kupang. • Road condition was poor. • Transportation available was limited and challenging. • The disaster affected several islands which made transportation harder. • Sufficient storage was not available close to the affected area. • Logistics skills of staff were not sufficient prior to the onset of the emergency. • Staff need additional training in areas including: managing distributions, readiness, preparedness. • Stocks were not pre-positioned prior to the onset of the emergency. • There was not enough information at first as to what was available from local suppliers. • Access to the affected areas was challenging. • Our warehousing was not adequate to meet our needs in the response. • Staff need to be better trained in supply chain management for future emergencies. • Systems need improving as preparedness to emergency response. • Whilst tax exemption is available for non government organisations, one respondent reported that it needs to be arranged in Jakarta and cannot be done in the provinces. • Whilst some relief items were reportedly available in markets close to the affected areas, the suppliers did not stock sufficient quantities. • Cost of items increased following the onset of the emergency. • Communications was challenging because the affected areas were very remote. • Transport costs were very high following the onset of the emergency. • Items were more expensive to buy following the onset of the emergency. • There was high demand and competition for resources among a large number of responding agencies. • There was no price control and there was an impact on the surrounding communities due to inflation. • Not enough trucks for the response. Rental prices increased, which reduced our cost effectiveness. • Storage and warehousing was inadequate and security of the items stored was challenging. • Some implementing partners have “inadequate communication systems – total dependence on mobile phone networks”. • Suppliers were directly affected by the emergency themselves.

9.4 Kiribati

Information collected in the period: March 2007 – July 2007 Information pertaining to Emergencies in the period: N/A

Characteristics:

Kiribati consists of 33 coral atolls, around 21 of which are inhabited, covering a total area of approximately 811sqkm. (www.cia.gov/library/publications/the-world- factbook/index.html) With a population of around 100,000 Kiribati is among the smaller to mid size countries in this study area.

Examples of Recent Emergencies Kiribati is occasionally vulnerable to typhoons and has also experienced a number of (relatively minor) earthquakes in recent years (registering magnitudes between 5.2 and 5.9 between years 2003 and 2005) (www.gdacs.org). In 1999,

Kiribati also experienced a severe drought. https://www.cia.gov/library/publications/the- world-factbook/maps/kr-map.gif In Country Supply Chain Capacity It is worth noting that, whilst no Supply Chain Questionnaires were received for Kiribati, information was compiled based on a combination of participant agencies’ experiences and independent research.

Market • Unfortunately, no in country market capacity information was available for Kiribati at the time of publication. • The currency in Kiribati is the Australian Dollar (AUD).

Access and Transportation • Kiribati has 3 airports with paved runways (of varying lengths). • Air Kiribati provides inter-island services, as well as international connections. • Kiribati’s main ports include Betio and Banaba.

Additional Supply Chain Capacity • 1 x container of relief items is reportedly sited in Tarawa. (Chane, 2006) • Inter-island communications infrastructure includes some HF radio infrastructure, as well as landline and mobile telephones.

Access to External Supply Chain Capacity • A number of international airlines serve Kiribati, including Air Kiribati, Our Airline (formerly known as Air Nauru) and Air Marshall Islands.

Supply Chain Challenges • One of the current supply chain challenges to an emergency response in Kiribati is perhaps the limited information available on in country capacity at this time. • In addition, Kiribati is relatively highly populated but with a broad geographical spread across 21 remote islands. This would pose a significant challenge in any mid to large scale emergency response.

9.5 Republic of the Marshall Islands

Information collected in the period: March 2007 – July 2007 Information pertaining to Emergencies in the period: N/A

Characteristics: The Republic of the Marshall Islands consists of two archipelagic chains of islands (29 atolls and 5 islands) which together constitute an estimated 1,225 islets. (www.rmigovernment.org) With a land area of approximately 181sqkm and a population of around 60,000, the Republic of the Marshall Islands is one of the most densely populated areas in the Pacific and among the smaller to mid sized countries in this study area.

Examples of Recent Emergencies The Republic of the Marshall Islands is occasionally vulnerable to typhoons and has also experienced a number of (relatively minor) earthquakes in recent http://media.maps.com/magellan/images/marshallislandsrah.gif years (registering magnitudes between 5.1 and 5.7 between 2003 and 2005) (www.gdacs.org). More recently, in March 2007, a severe drought state of emergency was declared for some of the northern atolls.

In Country Supply Chain Capacity It is worth noting that, whilst no Supply Chain questionnaires were received for the Republic of the Marshall Islands, information was compiled based on a combination of participant agencies’ experiences and independent research.

Market • Unfortunately, no in country market capacity information was available for the Republic of the Marshall Islands at the time of publication. • The principal currency in the Republic of the Marshall Islands is the United States Dollar (USD).

Access and Transportation • The Republic of the Marshall Islands has 4 airports with paved runways and a total of approximately 64km of paved roads, though these are mostly on the major islands. (www.cia.gov/library/publications/the-world-factbook/index.html) • The main port in the Republic of the Marshall Islands is in the capital, Majuro; another port with a smaller wharf is reportedly sited in Kwajalein. • Air Marshall Islands has scheduled internal services to 10 atolls. The planes are also reportedly available for charter hire. • Several government owned ships reportedly provide inter-island services on a regular basis.

Additional Supply Chain Capacity • Communications infrastructure in the Republic of the Marshall Islands is relatively strong, with services including landline and mobile telephones, HF radio, Mini-satellite phones and internet connections. (www.rmigovernment.org)

23 Access to External Supply Chain Capacity • Continental Micronesia Airlines, Our Airline (formerly Air Nauru) and Aloha Airlines also serve the Republic of the Marshall Islands. • A number of international shipping lines serve the Republic of the Marshall Islands, reportedly including Daiwa Lines, Tiger Lines, Nauru Pacific Line and the Philippine, Micronesia and Orient Line. (www.rmigovernment.org)

Supply Chain Challenges • Perhaps one of the greatest supply chain challenges in the Republic of the Marshall Islands at this time is the limited information available on in-country supply chain capacity and its potential to scale up in an emergency response. • In addition, the Republic of the Marshall Islands is spread over a large geographical area and over a large number of islands and islets, many without port and other transportation infrastructure. This could potentially slow the supply chain during an emergency response.

9.6 Federated States of Micronesia

Information collected in the period: March 2007 – July 2007 Information pertaining to Emergencies in the period: July 2003 – April 2004

Characteristics:

The Federated States of Micronesia consists of four major island groupings which together form 607 individual islands, with a total land area of approximately 702sqkm. (www.cia.gov/library/publications/the- world-factbook/index.html), (www.fsmgov.org). The islands are a mix of coral atolls and volcanic outcrops and with a population of approximately 107,000 the Federated States of Micronesia is one of the small to mid-sized countries in the study area.

Examples of Recent Emergencies The Federated States of Micronesia are vulnerable to typhoons. Respondents reported specific experiences with typhoon Chata’an in July 2003 and with typhoon https://www.cia.gov/library/publications/the-world- Sudal in April 2004. factbook/maps/fm-map.gif

In Country Supply Chain Capacity Market Unfortunately, detailed market information was not reported for the Federated States of Micronesia. However, some observations from respondents included: • In country suppliers do not stock large tents or tarpaulins • In two recent emergency responses, approximately 40% of relief items were purchased in country, with the majority (approx. 60%) purchased internationally. • The currency in use in the Federated States of Micronesia is the USD.

Access and Transportation • Of approximately 240km of roads in the Federated States of Micronesia, only 17.5% are paved(www.cia.gov/library/publications/the- world-factbook/index.html), (www.fsmgov.org). • The Federated States of Micronesia have 6 airports with paved runways • (www.cia.gov/library/publications/the- world-factbook/index.html), (www.fsmgov.org). • The four main urban centres all have international airports. • The Federated States of Micronesia are served by a number of domestic and international airlines including Continental Micronesia and Our Airline (formerly Air Nauru) (Annex F).

Additional Supply Chain Capacity • 5 x containers are in place in the Federated States of Micronesia (reportedly containing: bed sheets, blankets, buckets, hurricane lamps, kitchen sets, ropes, tarpaulins, water containers, mosquito coils and raincoats) (Chane, 2006). • Respondents reported that, in recent emergency response, government warehouses were used to store INGO relief items. • No problems were reported with import and customs clearance during recent emergencies. • Communications infrastructure is available and, for the most part, reliable including mobile and satellite telephone communications and VHF radio.

25 Access to External Supply Chain Capacity • International courier companies, including DHL, UPS, TNT and FedEx reportedly serve the Federated States of Micronesia’s urban centres. • As mentioned above, Continental Micronesia and Our Airline (formerly Air Nauru) both offer international services to the Federated States of Micronesia.

Supply Chain Challenges Respondents reported the following key challenges in Federated States of Micronesia’s supply chain during and prior to emergency response: • There was no readily available land or sea transportation available to deliver relief items to the affected areas. • The international airport in Yap was damaged during an emergency, making it impossible for air transport to deliver relief items. • Some relief items supplied were reportedly not appropriate for Micronesia, including soap in powdered form. • Not all relief items needed for emergency response are reportedly available from in country suppliers. • Access to affected communities was problematic. • Whilst formal disaster management meetings reportedly do take place, no information was available as to whether or not supply chain challenges are included in these

9.7 Nauru

Information collected in the period: March 2007 – July 2007 Information pertaining to Emergencies in the period: N/A

http://worldatlas.com/webimage/countrys/oceania/nrnewz.gif

Characteristics: Nauru is a single island, of a total land area of approximately 26sqkm. (www.cia.gov/library/publications/the-world-factbook/index.html) With an estimated population of around 14,000, Nauru is one of the smallest countries in this study area.

Examples of Recent Emergencies With few fresh water resources, Nauru is vulnerable to periodic droughts. Nauru is also in a region of vulnerability to tropical cyclones. No recent emergencies were reported for inclusion in this study.

In Country Supply Chain Capacity It is worth noting that, whilst no Supply Chain Questionnaires were received for Nauru, information was compiled based on a combination of participant agencies’ experiences and independent research.

Market • Unfortunately, no in country market capacity information was available for Nauru at the time of publication. • The principal currency in Nauru is the Australian Dollar (AUD).

Access and Transportation • Nauru has one airport, which reportedly has a paved runway. (www.cia.gov/library/publications/the-world-factbook/index.html) • Most of the 30km of roads on the island of Nauru are paved. (www.cia.gov/library/publications/the-world-factbook/index.html) • Nauru has only one port and this reportedly has offshore anchorage only.

Additional Supply Chain Capacity • Communications infrastructure on Nauru is reportedly reliable and includes landline and mobile telephones as well as radiotelephone facilities.

27 Access to External Supply Chain Capacity • Our Airline (formerly Air Nauru) services Nauru with connections including Solomon Islands, Kiribati, the Republic of the Marshall Islands and Brisbane, Australia.

Supply Chain Challenges • Perhaps one of the greatest supply chain challenges in Nauru at this time is the limited information available on the in-country supply chain capacity and its potential to scale up in an emergency response. • In addition, Nauru is dependent on a single airport which, if damaged during an emergency, could also greatly affect the efficiency of the international supply chain. • The port in Nauru is reportedly only suitable for offshore anchorage which could also impact on the efficiency of an international supply chain in a humanitarian response.

9.8 Niue

Information collected in the period: March 2007 – July 2007 Information pertaining to Emergencies in the period: January 2004 - date

Characteristics: Niue is a single island, of an area of approximately 260sqkm and with an estimated (and declining) population of around 1,500. Emigration to New Zealand has reportedly been a principal mechanism for the recent decline. (www.cia.gov/library/publications/the-world- factbook/index.html). Niue is the smallest country in the study area. Examples of Recent Emergencies Niue is vulnerable to tropical cyclones and was significantly affected by Cyclone Heta in January 2004. Niue is occasionally vulnerable to (relatively minor) earthquakes, including one registering 5.0 which was recorded in Niue this year. In Country Supply Chain Capacity It is worth noting that, whilst no Supply Chain Questionnaires were received for Niue, information was compiled based on http://worldatlas.com/webimage/countrys/o a combination of participant agencies’ experiences and ceania/nrnewz.gif independent research.

Market • Unfortunately, no in country market capacity information was available for Niue at the time of publication. • The principal currency in Niue is the New Zealand Dollar (NZD).

Access and Transportation • Niue has one airport, in the capital Alofi, which has a paved runway. (www.cia.gov/library/publications/the-world-factbook/index.html) (www.gov.nu) • Niue’s 14 villages are linked by an 86km paved ring road. In total 96% of roads on Niue are sealed / paved, with only a short 8km stretch unpaved (for environmental reasons). (www.gov.nu) • There are no main ports in Niue; only offshore anchorage is available. • Internal transportation is strong in Niue, with most households reportedly owning at least one vehicle. (www.gov.nu)

Additional Supply Chain Capacity • Communications infrastructure in Niue includes internet access as well as landline and mobile telephone communications. All of the villages on the island are connected by a single-line telephone system. (www.cia.gov/library/publications/the-world-factbook/index.html) (www.gov.nu)

Access to External Supply Chain Capacity • Air New Zealand operate a weekly service to Niue. • Polynesian Airlines operate a weekly service to Niue from Apia, Samoa. (www.gov.nu) • Reef shipping reportedly operates a monthly service to Niue.

29 Supply Chain Challenges • The principal supply chain challenge anticipated for Niue is the difficulty of bringing relief items into the country during emergencies. For example, the lack of port infrastructure (offshore anchorage only) could potentially delay the influx of relief items to affected villages. • Niue is dependent on a single airport which, if damaged during an emergency, could also greatly affect the efficiency of the international supply chain.

9.9 Palau

Information collected in the period: April 2007 – July 2007 Information pertaining to Emergencies in the period: N/A

Characteristics: Palau consists of six groups of islands, totalling approximately 300 islands and with a total land area of approximately 458sqkm(www.cia.gov/library/publications/t he-world-factbook/index.html). With a population of around 20,000 Palau is among the smaller countries in this project’s study area.

Examples of Recent Emergencies Palau is perhaps one of the most fortunately placed countries in this study region. As Palau’s National Emergency Management Office (NEMO) explains, Palau is located “just outside all major areas of natural disasters”, lying south of the major typhoon http://media.maps.com/magellan/images/palaurap.gif belt, and has a protective reef system around the most populated islands. Palau is rarely at risk from seasonal emergencies, such as regular droughts, but has occasionally experienced a number of relatively minor earthquakes in recent years (registering magnitudes between 4.4 and 5.7 between the years of 2005 and 2007) (http://www.palaugov.net/vicepres/nemo.html). Palau, like many of its neighbours in this area of the Pacific, could still be vulnerable both to large scale natural disasters in the future, as well as those which have not followed previous patterns (for instance, if typhoons in subsequent years spread beyond the previously defined northern typhoon belt).

In Country Supply Chain Capacity Market Unfortunately, detailed market information was not reported for Palau at the time of publication. However, some observations from respondents included: • All of the surveyed specialist water and sanitation equipment (including plumbing fittings and parts) are reportedly available in country. • The principal currency in Palau is the United States Dollar (USD).

Access and Transportation • Palau has one airport with a paved runway, Koror Babeldaob. (www.cia.gov/library/publications/the-world-factbook/index.html) • Of approximately 61km of roads in Palau, approximately half of these (36km) are paved. (www.cia.gov/library/publications/the-world-factbook/index.html) • Four wheeled drive vehicles, small and large goods trucks, container trucks, small boats, helicopters and aircraft are reportedly available in Palau. • Palau’s principal port is also in Koror. • Inter-island boat services are available, though schedules can be irregular.

31 Additional Supply Chain Capacity • A small contingency store is reportedly sited in Koror, containing items such as clothing, water containers, kitchen sets, tarpaulins and blankets. • The National Emergency Management Office for Palau (NEMO) has reportedly agreed to store some emergency supplies in their facilities. • Tax exemption is reportedly available (on arrangement with the relevant government authority) for non-profit organisations. • No registration / approval is required for satellite phone communications equipment but radio frequencies must be registered. • Communications infrastructure in Palau is available and reportedly mostly reliable, including landline and mobile telephones, satellite telephones and internet connection.

Access to External Supply Chain Capacity • DHL reportedly serves Palau’s urban centres. • Palau is served by a number of international airlines, including (at the time of publication) Continental Airlines, Japan Airlines and Far Eastern Airlines.

Supply Chain Challenges Respondents reported the following key challenges in Palau’s supply chain during and prior to emergency response: • Perhaps one of the greatest supply chain challenges in Palau at this time is the limited information available on the in-country supply chain capacity, in particular the in country market and supplier base, and its potential to scale up in an emergency response. • Palau is dependent on a single airport which, if damaged during an emergency, could also greatly affect the efficiency of the international supply chain. • Some areas of Palau are very remote and can take up to 18 hours to reach by ship. • Whilst Disaster Management coordination meetings reportedly take place and are facilitated by the National Emergency Management Office (NEMO), no information was available as to whether or not supply chain issues are discussed at these meetings.

32 9.10 Papua New Guinea

Information collected in the period: April 2007 - July 2007 Information pertaining to Emergencies in the period: September 2002 - October 2006

Characteristics: Papua New Guinea consists of a group of mountainous volcanic islands, covering a total land area of approximately 450,000 square km (www.cia.gov/library/publications/the-world- factbook/index.html), bordering Indonesia to the west. With a population of approximately 5.6 million, Papua New Guinea is one of the largest countries in the study area. Papua New Guinea is highly vulnerable to a number of different types http://media.maps.com/magellan/images/papuane of hazards and emergencies, including those relating to tectonic activity, cyclones, landslides and flooding. Papua New Guinea has also experienced significant periods of civil unrest which could potentially become an area of vulnerability again in the future. Papua New Guinea has a strong mining industry which has, in recent years, had a significant impact on the environment; vulnerabilities are also being identified in this area.

Examples of Recent Emergencies Respondents reported a number of incidents in Papua New Guinea in recent years, including six significant volcanic eruptions and two floods. Examples included the Aitape Earthquake (September 2002) and the Manam Volcanic Eruptions (November 2004 and March 2006).

In Country Supply Chain Capacity Market The following chart illustrates the availability of surveyed relief items (Annex C) in Papua New Guinea, as reported by questionnaire respondents to this study.

PNG

No of Suppliers of No 4

0 1 2 3 4 5 6 7 8 9 1011121314151617181920212223242526 Item Number

As shown, 24 out of the 26 surveyed items are reportedly available in country, most from multiple suppliers. In addition, it was reported that surveyed specialist water and sanitation items (including plumbing fittings and parts) are available in country. The currency in Papua New Guinea is the Kina (PGK). 33 Access and Transportation • Of approximately 19,600km of roads in Papua New Guinea, only 3.5% are paved. (www.cia.gov/library/publications/the-world-factbook/index.html). • Papua New Guinea has 21 airports with paved runways (www.cia.gov/library/publications/the- world-factbook/index.html). The two principal airports are Port Moresby (the capital city) and Lae. • Papua New Guinea has a number of active and well serviced shipping ports, including Port Moresby, Kimbe, Lae and Rabaul but the principal shipping port is Lae. Suppliers of the surveyed relief items are also concentrated in Lae and not, as one might expect, in the capital Port Moresby. • Domestic and International airlines service Papua New Guinea, including Airlines PNG and Air Niugini. • Helicopters, small aircraft, trucks and two and four wheeled drive vehicles are all reportedly available to rent and/or purchase in Papua New Guinea.

Additional Supply Chain Capacity • Some stockpiles of relief items are reportedly pre-positioned in country in containerised distribution projects. • Warehousing space is available. • Communications infrastructure is available and, mostly, reliable. • Tax exemption status for relief items is reportedly available and can be arranged in advance.

Access to External Supply Chain Capacity • Papua New Guinea is serviced by a number of International airlines, including Airlines PNG, Air Niugini and Qantas (Annex F). • Sofrana Unilines has regular and multi-purpose vessels servicing routes between Brisbane and Port Moresby and between Brisbane and Lae. • International courier companies, including DHL, TNT, FedEx and EMS reportedly serve Papua New Guinea’s main urban centres.

Supply Chain Challenges Respondents reported the following key challenges in Papua New Guinea’s supply chain during and prior to emergency response: • Delays reported in receiving relief items; these included delays in getting quotations and subsequently sourcing the items during an emergency and in arranging transportation of the items in a highly competitive environment. • Cost of transportation in country increases considerably following the onset of an emergency. • Difficulties in arranging adequate storage facilities close to affected areas in an emergency. • Difficulties in arranging adequate storage facilities even in urban centres following the onset of an emergency. • Communications equipment (though available) was not reportedly deployed to staff responding in affected areas, creating coordination and information flow challenges. • Road infrastructure and networks are primarily coastal and do not penetrate inland (for instance there are no inland routes between Port Moresby and the vulnerable highlands areas; there are only inland routes available from Lae). • Road infrastructure is vulnerable to landslide damage during rainy season (reportedly from October to April annually), requiring the majority of domestic travel to be by air. • Communications infrastructure can become overwhelmed during emergency response, especially mobile phones. No respondents reported satellite phones in their programme offices. • Disaster Management and other coordination meetings are regular and well attended but do not include Supply Chain issues as discussion items.

34 9.11 Samoa

Information collected in the period: March 2007 – July 2007 Information pertaining to Emergencies in the period: January 2004 – July 2004

Characteristics: Samoa consists of a small group of islands. The principal inhabited islands in this group are Savaii and Upolu (shown opposite), covering a total area of approximately 2,900 square km. (www.cia.gov/library/publications /the-world-factbook/index.html) With a population of approximately 180,000 (estimates vary considerably, up to 214,00 in some cases), Floods Samoa is one of the smaller to mid range countries in the study area.

Examples of Recent Emergencies Samoa is vulnerable to typhoons, tropical cyclones and also to volcanic activity. Respondents reported their experiences from the January 2004 tropical cyclone Heta.

http://media.maps.com/magellan/images/samoarap. In Country Supply Chain Capacity

Market The following chart illustrates the availability of surveyed relief items (Annex C) in Samoa, as reported by questionnaire respondents to this study.

Samoa

1 No of Suppliers of No

0 1 2 3 4 5 6 7 8 9 1011121314151617181920212223242526 Item Number

• As shown, only around 15 of the 26 surveyed items are reportedly available in Samoa, and only reportedly from one supplier (this information was obtained from a single respondent). In addition, it was reported that all of the surveyed specialist water and sanitation items (including plumbing fittings and parts) are available in country. • During one emergency response, an estimated 40% of relief items were reported as having been purchased in country, with 60% having been sourced internationally. • The currency in Samoa is the Tala (SAT).

35 Access and Transportation • Of approximately 2300km of roads in Samoa, only around 14% are paved. (www.cia.gov/library/publications/the-world-factbook/index.html) • Samoa has 3 airports with paved runways. (www.cia.gov/library/publications/the-world-factbook/index.html) • Samoa has regular ferry services between Mulifanua (on Upolu) and Salelologa (on Savaii). • Samoa is served domestically by its national airline, Polynesian Airlines. • Four wheeled drive vehicles and small trucks are reportedly available to rent in Samoa. • Samoa’s main sea port is Apia, its capital.

Additional Supply Chain Capacity • 11 storage facilities were reported, including 6 containerised facilities and 5 warehouses (Chane, 2006) • Respondents reported that customs authorities assisted key stakeholders with import and customs clearance during the emergency, which was a direct result of clarified roles and responsibilities in the National Disaster Council meetings. • Tax exemptions reportedly take an average of 2 to 3 days to arrange (in quiet, non emergency periods). • Respondents reported some arrangements in place with suppliers in country to pre-position / hold items on their behalf, but no information was provided regarding the successes and challenges associated with these arrangements. • Quarterly Disaster Management meetings reportedly take place and are coordinated by the Ministry of Environment and Natural Resources for Samoa, with representation from NGOs, government agencies and other humanitarian actors. • Communications infrastructure is available and reliable, including landline and mobile telephones and HF radio.

Access to External Supply Chain Capacity • Samoa is served by a number of international airlines including Polynesian Airlines, Polynesian Blue and Air New Zealand. (Annex F) • DHL reportedly serves Samoa’s urban centres but no other international courier companies were reportedly available.

Supply Chain Challenges Respondents reported the following key challenges in Samoa’s supply chain during and prior to emergency response: • Tarpaulins supplied during a previous emergency response were reportedly not of a sufficiently high standard / quality. • Some items were not available to purchase within the country during the emergency and, for those which were available, prices “rose uncontrollably following the disaster”. • Some of the more remote affected areas took days to reach following the disaster. • Some items which had been pre-positioned in country had been stored for a number of years [without rotation], were badly damaged and couldn’t be used in the response. • Communications equipment was reportedly “not operable during the peak of the disaster”. • In country transportation, including vehicles, were not available in sufficient quantities to transport supplies, staff and volunteers to the affected areas. • Supplies which were needed but not supplied in the response included water containers, water pumps and water storage infrastructure. These were reportedly either unavailable or too expensive in country at the time of the emergency, even though vulnerable areas were without water supply.

36 9.12 Solomon Islands

Information collected in the period: March 2007 – July 2007 Information pertaining to Emergencies in the period: 2002 - April 2007

Characteristics: The Solomon Islands consist of nearly a thousand islands covering a total land area of around 27,500sqkm. The islands are geographically broadly spread, with the Earthq/Tsunami westernmost and easternmost islands separated by almost 1500km. As the Solomon Islands government describes: “there are six major islands with a constellation of approximately 900 smaller volcanic islands, coral atolls and reefs; more than 300 of them are inhabited. Major Islands are characterized by steep mountain ranges with dense tropical forests and are surrounded by extensive coral reefs”. With a population of approximately 500,000 the Solomon Islands are one of the larger http://media.maps.com/magellan/images/solomonislandsrah.gif countries in this study area. (http://www.commerce.gov.sb)

Examples of Recent Emergencies The Solomon Islands are vulnerable to typhoons, earthquakes and tsunamis, as demonstrated in the most recent emergency on 2nd April 2007. The Solomon Islands have also experienced periods of civil unrest which could potentially become an area of vulnerability again in the future. Given its real-time relevance to this study, respondents to this study primarily reported their experiences in the 2007 earthquake-tsunami. It is worth noting that, in contrast to other countries in this study, the majority of information gathered for the Solomon Islands was by way of one-to-one interviews and emails under similar subject headings to the questionnaire format. This was primarily due to the recognised value of including real time information but the limitations on people’s availability to contribute questionnaires whilst also responding to the 2007 emergency.

In Country Supply Chain Capacity Market The following chart illustrates the availability of surveyed relief items (Annex C) in the Solomon Islands, as reported by questionnaire respondents to this study.

Solomon Islands

3 No of SuppliersNo 2

0 1234567891011121314151617181920212223242526 Item Number

37 As shown, 23 out of the 26 surveyed items were reportedly available in the Solomon Islands. This information was compiled prior to, and directly used during, the 2007 emergency response. • In addition, it was reported that all 7 of the surveyed specialist water and sanitation items (including plumbing fittings and parts) are available in country. • The currency in the Solomon Islands is the Solomon Islands dollar (SBD). • During the 2007 emergency response, suppliers in the Solomon Islands reportedly offered to store items for the NGOs and offered a choice of delivery in country, including direct to Gizo. Access and Transportation • Of approximately 1300km of roads in the Solomon Islands, only around 3% are paved. (www .cia.gov/library /publications /the-world-factbook/index.html) . • The Solomon Islands have 2 airports with paved runways (of varying lengths). (www .cia.gov/library /publications /the-world-factbook/index.html) . • The principal port in the Solomon Islands is in Honiara. Additional ports include Malloco Bay, Shortland Harbour, Viru Harbour, Lofung, Munda, Noro and Yandina, though most have small piers, jetties or wharves). • Sea transportation was provided by the government between Honiara and Gizo, though some challenges were encountered (see below). • The recently renovated wharf in Gizo greatly facilitated the offloading of relief items during the response. • A variety of different boats (ranging from canoes to motor boats) are reportedly available for monthly rental in the Solomon Islands and were used in the 2007 response. • Solomon Airlines operates an extensive schedule of domestic services in the Solomon Islands, linking around 30 sites in the country. Flights are heavily booked and are not always able to carry freight. Additional Supply Chain Capacity • Several international agencies reportedly coordinated their office and storage facilities during the 2007 response. • Coordination meetings were regular, though no information was provided as to whether or not supply chain challenges were discussed at these meetings. • The government reportedly facilitated the import and clearance of relief items from international NGOs during the 2007 emergency response. • Tax exemption is reportedly available in the Solomon Islands. • One respondent reported that, in the recent 2007, emergency response, in country businesses and government departments readily offered resources and assistance in the first phase following the emergency. Some transport suppliers reportedly adjusted their schedules in the immediate aftermath to suit the relief agencies’ requirements. • Several respondents reported that, in general, they felt that supply chain management during the 2007 emergency response showed a marked improvement compared to that of the 2002 cyclone emergency response. Access to External Supply Chain Capacity

• Items (and assistance in general) were reportedly received from neighbouring Papua New Guinea. • DHL reportedly serves the Solomon Islands’ urban centres (though mainly just in Honiara). • Solomon Airlines operates (code share) services from Australia, New Zealand, Fiji and Vanuatu to Honiara. Other international airlines serving the Solomon Islands reportedly include Air Niugini, which operates regular services between Port Moresby and Honiara. • Sofrana Unilines has multipurpose vessels operating routes to the Solomon Islands.

Supply Chain Challenges Respondents reported the following key challenges in the Solomon Islands’ supply chain during and prior to emergency response: • In some cases, goods ordered internationally for the response took weeks to arrive and there was great uncertainty as to the shipment information and final ETA in Honiara. • The lack of information flow along the international supply chain made planning the in country supply chain more difficult. • Planning the size of storage needed was challenging because insufficient information was communicated as to the size and total quantity of items to be received. • Procurement of some items in country was challenging (e.g. tarpaulins); the items were not standardised specifications across multiple suppliers and were extremely expensive following the onset of the emergency. • Items purchased in country following the onset of the emergency increased greatly in price. • Whilst most items were reportedly available in Honiara, in some cases from up to 20 suppliers, the quantities were not always available and there was a lot of ‘shopping around’. • There was limited space for International NGOs on commercial flights during the response, which resulted in urgent orders being broken up into multiple smaller shipments which had an impact on the subsequent in country handling and supply chain processes. • The coral reef structures around some of the islands made unloading items very challenging and, in some cases, impossible since there were no ‘ports’. Items had to be re-loaded onto smaller vessels for closer access to these islands. • Roads in Gizo island were accessible only by four wheeled drive vehicles. • The National Disaster Management Office in the Solomon Islands did not have the capacity to facilitate and coordinate all of the humanitarian actors in country. Several respondents reported that the UNOCHA could have played a greater role in the Solomon Islands mid-longer term response. • Communications in country were challenging, particularly in the first week when mobile phones didn’t work. • Satellite phones were not deployed as standard with assessment and initial response teams. • Staff had not been trained in the use of satellite phones and other communications equipment. • Coordination meetings were regular, though no information was provided as to whether or not supply chain challenges were discussed at these meetings. • DHL shipments from Melbourne to Honiara took more than one week (5 working days) in some cases. • Finding suitable transportation after the disaster hit was challenging and the price increased a lot. • The Solomon Islands government run boats between Honiara and Gizo were reportedly unreliable and slow. This had an impact on the subsequent supply chain management and planning from Gizo to the affected beneficiaries. • One respondent reported that sea transportation during the 2007 response was “inconsistent and not very well organised”; prioritisation of shipments was reportedly not always clearly communicated. • Whilst logistics coordination meetings were reportedly held in the first phase following the onset of the emergency, the high turnover of international staff in country meant that these meetings became less frequent or, in some cases, stopped altogether. • One respondent reported that the quantities of good quality items available from in country suppliers were quickly exhausted. • The price increase and inflation which followed the first phase of the emergency response resulted in communities struggling to purchase their own supplies.

Challenges relating to the transportation of relief items from Australia to the Solomon Islands in the 2007 emergency response Background – Australian Defence Force Flights:

The Australian Defence Force reportedly deployed C130 aircraft during this response, with the primary purpose of transporting the supplies and equipment needed for their medical team in the Solomon Islands. After finalising their own space requirements on these flights, the Australian Defence Force reportedly offered ‘remaining available space’ on these flights to AusAID. AusAID, after finalising their own space requirements on these flights, then offered their ‘remaining available space’ on these flights to the INGO community. Challenge – Australian Defence Force Flights: • The Australian Defence Force were only able to inform AusAID as to what space was available at very short notice, often after the aircraft had already been loaded. As a result, both AusAID and the INGO community had very little time to coordinate and utilize the available space on these aircraft. It is not known whether this problem can be avoided / communications improved in the future, since space requirements are often not finalised until very late in the day but it is perhaps an area for more discussion between the relevant actors. (Note that respondents reported similar challenges in the use of RAMSI transportation resources in the Solomon Islands by the INGO community) Background – AusAID chartered flights (facilitated by HK Logistics):

AusAID contracted HK Logistics to transport their remaining supplies and equipment to the Solomon Islands (on commercial / charter flights). AusAID, after finalising their space requirements on these flights, then offered their ‘remaining available space’ to the INGO community. Challenges – AusAID chartered flights:

• AusAID were only able to inform the INGO community as to what space was available at very short notice. As a result, the INGO community had very little time to utilize the space available on these aircraft. It is not known whether this problem can be avoided / communications improved in the future, since space requirements are often not finalised until very late in the day but it is perhaps an area for more discussion between the relevant actors. • INGOs were asked to liaise directly with HK Logistics to utilize the space available on these flights and it was not always clear how decisions / prioritisation was managed. • Information was not always clearly communicated from HK Logistics to the INGO community on flight dates, shipment splits, and ETAs in Honiara. • One respondent reported that the INGO community cannot, at present, “assume or rely on [the availability of] AusAID or Australian Defence Force transport” for use in an emergency response.

9.13 Timor Leste

Information collected in the period: March 2007 – July 2007 Information pertaining to Emergencies in the period: November 2003 – July 2007

Characteristics: Map of Timor Leste Timor Leste consists of a number of small islands (including Pulau Atauro and Pulau Jaco), the eastern side of the isle of Timor (bordering Indonesia) and the north-western district of Oecusse, enclosed by Indonesia. Covering a total land area of approximately 15,000sqkm and with an estimated population of around 1,000,000 Timor Leste is one of the larger countries in this study area (www.cia.gov/library/publications/the-world- factbook/index.html)(www.timor-leste.gov.tl).

Examples of Recent Emergencies Timor Leste has experienced significant periods of civil unrest in recent years and, following the most recent crisis in March 2006, it is now estimated that around 30,000 IDPs are still living in temporary camps in and around Dili and an estimated 80,000 are displaced in the other districts (estimates vary, WFP supported feeding figures are much higher than this). International agencies continue to support this https://www.cia.gov/library/publications/the-world- emergency response in a number of areas, factbook/maps/id-map.gif including water and sanitation, public health, non food item distributions, protection, shelter, nutrition and food security. Timor Leste is also vulnerable to a number of natural hazards, including frequent floods and landslides, earthquakes, tsunamis and tropical cyclones. Respondents to this study reported their experiences in the 2006-2007 civil unrest, 2006 flooding, and 2003 droughts.

In Country Supply Chain Capacity Market The following chart illustrates the availability of surveyed relief items (Annex C) in Timor Leste, as reported by questionnaire respondents to this study.

East Timor

No of SuppliersNo 4

0 1234567891011121314151617181920212223242526 Item Number

41 As shown, 21 out of the 26 surveyed items are reportedly available in country, most from multiple suppliers. In addition, all of the specialist water and sanitation items surveyed (including plumbing fittings and parts) are reportedly available in country. The principal currency in Timor Leste is the United States Dollar (USD).

Access and Transportation • Timor Leste has 3 airports with paved runways (of varying lengths) and approximately half of the country’s estimated 5000km of roads are paved. (www.cia.gov/library/publications/the-world-factbook/index.html) • In the March 2006 emergency, in country transportation infrastructure reportedly stayed operational for the most part and roads were not blocked. • Four wheeled drive vehicles, small and large goods trucks, 20ft container trucks and both small and large sea vessels are reportedly available in Timor Leste. • At present, the trucking of water to IDP camps is an inter-agency coordinated activity which has been largely successful and problem-free since March 2006. • Transportation in country is often coordinated via UN resources, though the reliability of ‘bookings’ on these services by non-UN staff is reportedly inconsistent. • A ferry service (with cargo and passenger capacity) operates on a twice weekly schedule between Dili and Oecusse, though this service is reportedly neither consistent nor reliable and space can be limited.

Additional Supply Chain Capacity • Many agencies reportedly have storage space in Timor Leste at present, though most is concentrated in and around Dili, the capital. In addition, most of the reported storage facilities hold stocks for current programming and limited contingency stocks. • Containers are easily available in Dili for contingency storage, though transportation outside of Dili can be challenging. • Warehousing space, whilst reportedly available during the 2006 emergency, was very expensive following the onset of the emergency. • During the 2006 emergency, the ministry responsible for imports and customs clearance reportedly facilitated a ‘fast-tracked’ process by which relief items could be imported and cleared which worked well. • Tax exemption is reportedly available in Timor Leste, though only for a period of 3 months at a time. The renewal of this exemption takes an estimated 3-4 weeks to process. • Customs agents are reportedly available in Dili, though the same agent was reported as serving many INGOs which could slow the international supply chain in a multi-agency international response. • Communications infrastructure is available in Timor Leste, though with varying reliability (particularly mobile phones). Those available include landline and mobile telephones, satellite phones, internet connections and both HF and VHF radio equipment. • Radio communications are coordinated amongst international humanitarian actors by way of the JINGO network. This group meets regularly to discuss communications and associated security related issues and is reportedly well attended. • Cluster working groups meet regularly and are, for the most part, well attended. Specifically, the water and sanitation cluster working group also regularly invites logisticians from the participant agencies to discuss supply chain challenges in their sector. • Office accommodation is reportedly coordinated among agencies in some instances.

Access to External Supply Chain Capacity • Many items sourced from markets in country in Timor Leste originate from Indonesian suppliers and other neighbouring markets, which reportedly have considerable (and as yet under-utilised) capacity for the supply of relief items. Items from these markets could well be available more cost effectively, in larger quantities than those from Australian suppliers, and to a more appropriate specification for emergency response. • DHL reportedly serves Timor Leste’s main urban centres.

42 • Timor Leste is served by two international airlines; Air North runs a regular scheduled service between Darwin, Australia and Dili (though with very limited freight) and Merpati Airlines runs a regular scheduled service between Denpasar, Bali and Dili. • International shipping companies have routes to Dili, including Perkins Shipping. •

Supply Chain Challenges Respondents reported the following key challenges in Timor Leste’s supply chain during and prior to emergency response: • The specifications of the items supplied during one response were reportedly not appropriate for emergency response. An example of one of these items is the 20litre water containers which were supplied without carrying handles. The items had reportedly been sourced from Australian suppliers. • Tap stands were reportedly not available to purchase ‘made-up’ from any Australian suppliers for one response. • In country markets were disrupted during the March 2006 crisis; many suppliers closed. • There was considerable competition for the available items in country following the onset of the emergency. • Items in country were, in some cases, unavailable and almost all items were more expensive when purchased after the onset of the emergency. • Warehousing space, whilst reportedly available during the 2006 emergency, was very expensive following the onset of the emergency. • During the 2006 emergency, the main port of Dili reportedly closed for a period of time, slowing the international supply chain. • Whilst the first international orders were sent to the head office very quickly, there were reportedly long delays in processing and filling these orders. Some reasons included the delays in moving materials around Australia (e.g. from suppliers to Darwin for onward transportation). • In country purchasing during the 2006 emergency was greatly reliant on personal relationships and contacts with Dili suppliers, who would otherwise have been totally closed for business. • When the Indonesian border is closed, access to the Oecusse district is challenging and supplies of certain items across the border from Indonesia into Timor Leste is greatly affected. • Whilst tax exemption is reportedly available in Timor Leste, it is only valid for a period of 3 months at a time. The renewal of this exemption takes an estimated 3-4 weeks to process (during ‘normal’ operations, i.e. non emergency periods). One respondent reported that their tax exemption took 3 months to process. • DHL is the only international courier company currently operating offices in Timor Leste. TNT and FedEX reportedly operated in Timor Leste previously but have since closed their offices. • Clearance and subsequent registration of items, including vehicles and communications equipment can take a long time [weeks as opposed to days]. • Whilst customs agents are reportedly available in Dili, the same agent was reported as serving many INGOs which could slow the international supply chain in a multi-agency international response. • Whilst a recent inter-agency contingency planning workshop did discuss logistics as a potential area for greater coordination, few actors in Timor Leste have dedicated resources and / or logistics specialists in country. This presents a challenge to supply chain coordination now and in the future. • Temporary shortages with in country supply sources were reported, particularly for specialist items. • The ferry service between Dili and Oecusse reportedly stopped running for a period and has often proven unreliable since then. At present, there are no other means by which goods can be transported in significant quantity to Oecusse. • Lack of systems in place prior to the onset of the emergency was reportedly a challenge. • Transportation infrastructure in one response was reportedly damaged and posed a challenge to the in country supply chain. • As the civil unrest and internal displacement worsened in May 2006, the in country “supply chain and availability was drastically affected”.

43 Supply Chain Challenges (continued) • Specifications of internationally supplied relief items in May 2006 varied which reportedly caused problems in ensuring equitable distribution to beneficiaries. • In the May 2006 emergency, the local supply was reportedly limited and “suppliers were not willing to open stores or often were attacked and looted”. • In the May 2006 emergency, violence and threats during transportation and distribution of relief supplies, as well as vehicles having to pass through unofficial checkpoints and roadblocks were cited as significant challenges in the area of access and transportation. • One respondent reported that their storage facilities were “not well prepared to manage large amounts of stock and have contingency stock on hand” and that their team was “not well experienced in emergency response and [in] ensuring accountability is in place during a high pressure response”. • During one response, there was reportedly “very little warehousing available outside of Dili” and warehousing availability in general (for certain types of items) is reportedly still a challenge. • Office support was cited as a challenge during the May 2006 emergency response, since “national staff themselves became displaced and key personnel were not available”. • One respondent reported that the international transportation of relief items during the May 2006 emergency from Darwin, Australia to Dili, Timor Leste was “…via ship, which was slow. [International] airlift was considered too expensive, even if [the] price was shared with other NGOs. Military [resources] appeared unable to assist with airlifts.”. • One respondent reported that, during the May 2006 emergency, “Freight offloaded from the ship from Darwin took a long time to clear with customs…”.

44 9.14 Tonga

Information collected in the period: February 2007 – July 2007 Information pertaining to Emergencies in the period: January 2002 – January 2004

Characteristics: Tonga consists of 36 inhabited islands (out of a total of approximately 169) and covers a total area of approximately 700sqkm. With a population of approximately 112,000 Tonga is one of the smaller to mid sized countries in the study area. (www.cia.gov/library/publications /the-world-factbook/index.html) https://www.cia.gov/library/publications/the-world- factbook/index.html Cyclones 01, 04

Examples of Recent Emergencies Tonga is vulnerable to tropical cyclones, earthquakes and volcanic activity. Respondents reported experiences from tropical cyclone Waka in January 2002 and tropical cyclone Heta in December 2003 – January 2004. http://media.maps.com/magellan/images/tongarap.gif

In Country Supply Chain Capacity Market The following chart illustrates the availability of surveyed relief items (Annex C) in Tonga, as reported by questionnaire respondents to this study.

Tonga

2.5

1.5

1 No of Suppliers of No

0.5

0 1 2 3 4 5 6 7 8 9 1011121314151617181920212223242526 Item Number

As shown, all 26 of the surveyed items are reportedly available in country and all from multiple suppliers. In addition, 5 out of 7 of the surveyed specialist water and sanitation items (including plumbing fittings and parts) are reportedly available in country. The currency in Tonga is the Pa’apa (TOP).

Access and Transportation • Of approximately 680km of roads in Tonga, 27% are paved. (www.cia.gov/library/publications/theworld-factbook/index.html). • Tonga has only one airport with a paved runway. (www.cia.gov/library/publications/theworld-factbook/index.html). • Tonga’s main sea port is Nuku-alofa. • Domestic airlines serving Tonga include Peau Vava’u and Airlines Tonga • Ferry services operate between some of the islands. • Respondents reported that the government ministry cleared affected roads in Vava’u soon after the disaster, alloying easy access of transportation to the affected areas. • Small boats, four wheeled drive vehicles, small and large trucks are all reportedly available in Tonga.

Additional Supply Chain Capacity • 3 x 20ft containers in Nuku’lofa, Vava’u and Ha’apai reportedly containing blankets, buckets, tarpaulins, rope, water containers and kitchen sets. • Customs clearance was efficiently managed during the reported emergencies. • Tax exemption is available in advance on arrangement with the government of Tonga. • Communications infrastructure is available and reportedly reliable, including mobile and landline telephones and satellite phones.

Access to External Supply Chain Capacity • Tonga is served by a number of international airlines, including Air New Zealand, Air Pacific, Pacific Blue and Polynesian Airlines (Annex F). • International courier companies, including DHL, UPS, TNT and FedEx reportedly serve Tonga’s main urban centres. • Sofrana Unilines has multipurpose service vessels with routes to Tonga.

Supply Chain Challenges Respondents reported the following key challenges in Tonga’s supply chain during and prior to emergency response: • Whilst the containerised contingency stocks are sufficient for a small quantity of relief items, respondents reported that additional items sent from overseas for a larger response could not be accommodated within the container stores as there was not sufficient space. • Whilst surveyed items are reportedly available in country, smaller markets (for example on individual islands) do not stock significant quantities of relief items. • The wharf was not suitable for landing relief items during the tropical cyclone emergency response to Niua and the area was only served by small light aircraft. • Some stocks stored as contingency items were reportedly looted / misappropriated.

9.15 Tuvalu

Information collected in the period: March 2007 – July 2007 Information pertaining to Emergencies in the period: N/A

Characteristics: Tuvalu consists of a group of 9 coral atolls, with a total land area of just 26 square km (www.cia.gov/library/publications/the-world- factbook/index.html). With a population of around 12,000 Tuvalu is one of the smallest countries in this study area.

Examples of Recent Emergencies Tuvalu is occasionally vulnerable to tropical cyclones and has also experienced a number of (relatively minor) earthquakes in recent years (registering magnitudes between 5.4 and 6.0 between 2003 and 2006) (www.gdacs.org).

In Country Supply Chain Capacity

It is worth noting that, whilst no Supply Chain Questionnaires were received for Tuvalu, http://media.maps.com/magellan/images/tuvalurah.gif information was compiled based on a combination of participant agencies’ experiences and independent research.

Market • Unfortunately, no in country market capacity information was available for Tuvalu at the time of publication. • The currency in Tuvalu is the Australian Dollar (AUD).

Access and Transportation • Tuvalu reportedly has only one airport (unpaved) in Funafuti, the capital. (www.cia.gov/library/publications/the-world-factbook/index.html) • All 8km of roads are reportedly paved. (www.cia.gov/library/publications/the-world-factbook/index.html) • Tuvalu’s principal port is in Funafuti, though it has a small wharf and only small fishing vessels are reportedly available. • Tuvalu has no internal flights. • Tuvalu has a number of inter-island shipping services, operated by small vessels and with an average of around a two-weekly service to the outermost islands.

Additional Supply Chain Capacity • 1 x container of relief items is reportedly sited in Funafuti. (Chane, 2006)

Access to External Supply Chain Capacity • Air Fiji provides services from Suva to Funafuti. • Some shipping vessels (government owned) reportedly operate services between Suva and Funafuti.

47 Supply Chain Challenges • Perhaps one of the greatest supply chain challenges in Tuvalu at this time is the limited information available on in country capacity for use / scale up in emergency response. • There is reportedly no mobile telephone communications infrastructure in Tuvalu which could pose a significant challenge in an emergency response. • Tuvalu is only served infrequently by international air and sea routes, neither of which reportedly have a large capacity for freight.

48 9.16 Vanuatu

Information collected in the period: March 2007 – July 2007 Information pertaining to Emergencies in the period: Feb 2004 – March 2007

Characteristics: Vanuatu consists of four main islands and around 80 smaller isles, covering a total land area of approximately 12,200 Volcano sqkm(www.cia.gov/library/publications/the -world-factbook/index.html). With a population of around 200,000 Vanuatu is one of the smaller to mid range countries in the study area (IFRC, 2007).

Examples of Recent Emergencies Cyclone Vanuatu is vulnerable to tropical cyclones / typhoons, volcanic activity, earthquakes and has also experienced periods of civil Mudslide unrest. Respondents reported experiences during several emergency http://media.maps.com/magellan/images/vanuaturf responses, including tropical cyclone Ivy of February 2005, the Ambae volcanic eruption of December 2005 and the recent civil unrest in Port Vila in March 2006.

In Country Supply Chain Capacity Market The following chart illustrates the availability of surveyed relief items (Annex C) in Vanuatu, as reported by questionnaire respondents to this study.

Vanuatu

No of Suppliers of No 2

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Item Number

As shown, 17 out of the 26 surveyed items are reportedly available in Vanuatu, most of them from multiple suppliers. In addition, 6 out of the 7 surveyed specialist water and sanitation items (which include plumbing fittings and parts) are reportedly available in country. • During one emergency, respondents reported that the items sourced from the local market were of the required quality and met the needs of the beneficiaries. • Water containers needed for the safe storage of water following the Ambae volcanic eruption were all purchased locally; they were of the quality and specification needed and met the needs of the beneficiaries.

49 • In two recent emergencies, respondents reported that 100% of relief items were purchased in country. • The currency of Vanuatu is the Vatu (VUV).

Access and Transportation • Of the approximately 1,070km of roads in Vanuatu, only around one quarter (24%) are paved (www.cia.gov/library/publications/the-world-factbook/index.html). • Vanuatu has three airports with paved runways (of varying lengths) (www.cia.gov/library/publications/the-world-factbook/index.html). • Vanuatu’s main ports are Port Vila and Santo. • Four wheeled drive vehicles, small and large goods trucks and small boats are reportedly available in Vanuatu.

Additional Supply Chain Capacity • A number of containers are reportedly pre-positioned in Vanuatu containing relief items. • Import and customs clearance during one response was reportedly well coordinated with the National Disaster Management Office (NDMO) in the capital and greatly facilitated and expedited by the government; imports were given duty and VAT exemption for the response. • Two organisations who participated in this study reported that they currently share storage facilities in Vanuatu and that this relationship has worked well in recent emergency responses. • Duty exemption is available in advance from the Vanuatu government. • Communications infrastructure is available (in certain areas) and is reportedly mostly reliable, including landline and mobile telephones.

Access to External Supply Chain Capacity • Vanuatu is served by a number of international airlines, including Air Vanuatu, Air Pacific, Qantas, Aircalin, Pacific Blue and Solomon Airlines. (Annex F) • Sofrana Unilines and Reef shipping services both have multipurpose vessels with routes to Port Vila. • International courier companies, including DHL, TNT and Hannet Services, reportedly serve Vanuatu’s urban centres.

Supply Chain Challenges

Respondents reported the following key challenges in Vanuatu’s supply chain during and prior to emergency response: • Whilst most of the items needed for the response could be sourced in country, back orders had to be placed for the large quantities needed and these took time [days rather than weeks] to arrive in country. • In the tropical cyclone Ivy response, all of the items purchased had to be shipped from the capital to the island of Tanna; local transport was not easily available and the shipping routes were not reliable; suppliers changed their

routes at short notice.

• There were problems finding storage facilities, especially finding secure facilities, and those available had high rental costs. • Communication infrastructure was reportedly damaged and networks were poor as a result. • It took a long time to get the supplies on site ready for the work; Many supplies had to be ordered from outside of the

country.

• Warehousing staff were not prepared for the challenges of keeping proper and accurate documentation during a large scale response. • Staff involved in the response had not had sufficient training in disaster management, especially in the distribution of relief items.

• In one recent response, the NDMO reportedly had limited capacity, both in coordination and decision making, which

slowed down the supply chain in the response.

• Some instances were reported where in country suppliers did not hold sufficient stocks required for the emergency response.

10 Analysis

There follows a table summarizing the key challenges which were reported from countries in the study area. These challenges have been grouped into the following categories.

10.1 Number of challenges Identified

In all, 51 challenges were identified. The number of challenges identified in each category is listed below:

Category Number of Supply Chain Challenges Identified A Access and Transportation 13 B Market Capacity 10 C People Management and Coordination 7 D Storage and Warehousing 6 E Communications (Infrastructure and 5 Equipment) F Import and Customs Clearance 4 G Other Challenges 6

Import and Customs Clearance Other Challenges 8% 12% Communications (Infrastructure and Equipment) Access and 10% Transportation 24% Storage and Warehousing 12%

People Market Capacity Management and 20% Coordination 14%

51 10.2 Distribution / Commonality of Challenges throughout the Study Area

The following analysis summarizes the distribution of challenges and their commonality across the 16 countries within the study area

• 32 challenges were identified as common to 25% or more of the countries in the study area

• 10 challenges were identified as common to 50% or more of the countries in the study area

• 3 challenges were identified as common to 75% or more of the countries in the study area

10.3 Challenges Most Commonly Identified

The top six reported challenges across all categories were:

1 Challenge 5: Finding suitable transportation following the onset of an emergency is challenging (identified in 15/16 countries)

2 Challenge 16: Some items needed for emergency response are not available in country (identified in 15/16 countries)

3 Challenge 7: Transportation of the type/size needed is not always available in country (identified in 12/16 countries)

4 Challenge 47: Limited information available on in country supply chain capacity (identified in 11/16 countries)

5 Challenge 9: Road infrastructure is poor/inadequate (e.g. less than 50% paved) (identified in 10/16 countries)

6 Challenge 3: The remoteness of some areas within a single land mass pose a significant challenge to access in emergency response (identified in 10/16 countries)

52 The most commonly reported challenges in each Category were as follows:

A Access and Transportation

Challenge 5: Finding suitable transportation following the onset of an emergency is challenging (identified in 15/16 countries)

B Market Capacity

Challenge 16: Some items needed for emergency response are not available in country (identified in 15/16 countries)

C People Management and Coordination

Challenge 24: Supply Chain Issues are rarely / not discussed in Disaster Management and Coordination Meeting (identified in 7/16 countries)

D Storage and Warehousing

Challenge 36: Whilst office / storage facilities had been in place prior to the emergency, facilities were not prepared for scale up (identified in 6/16 countries)

E Communications (Infrastructure and Equipment)

Challenge 39: Key modes of communication are not available in country / in some areas (identified in 9/16 countries)

F Import and Customs Clearance

Challenge 45: Limited availability of / delays with customs agents / international courier companies (identified in 4/16 countries)

G Other Challenges

Challenge 47: Limited information available on in country supply chain capacity (identified in 11/16 countries)

53 10.4 Categories Most Challenging by Country

The following table shows, for each country in the study region, the category which was identified as the most challenging (highest number of challenges identified):

Country Country Name Category reference identified as number most for this challenging study for this country 1 Cook Islands A 2 Republic of the Fiji Islands A (Eastern)Indonesia: the provinces of 3 A Ambon, Kupang, Makassar and Jayapura 4 Kiribati A 5 Republic of the Marshall Islands A 6 Federated States of Micronesia A 7 Nauru A 8 Niue A 9 Palau A 10 Papua New Guinea A 11 Samoa A / B 12 Solomon Islands A / B 13 Timor Leste B 14 Tonga A 15 Tuvalu A 16 Vanuatu A

As shown, for 15 out of 16 countries in the study area Access and Transportation is identified as the most challenging area of Supply Chain management.

54 30 29 28 27 26 25 24 23 22 21 20 19 18 17 16 15 14 13 12 11 10

9 8 7 6 5 4 3 2 1 CHALLENGE NUMBER Staff incountry directlyaffected bytheemergency (Supply Chain)systems notinplacepriortotheonset oftheemergency Limited Logistics specialistsincountry/nodedicated logistics(human)resourcesin country Staff werenotwell prepared/trainedtocopewith supply chainactivitiesinanemergency Information management systemsarenotwellorganized bothpriortoandfollowing theonsetofanemergency Government agencies withrolesinemergencyresponse wereunder-resourced/overwhelmed followingtheonsetof theemergency Supply Chainissuesisrarely/not discussedinDisasterManagementandcoordinationmeetings C PEOPLEMANAGEMENT AND COORDINATION Lack ofpricecontrolfollowingthe onsetoftheemergencyhadanimpactoninflationandpurchasing powerofcommunitiesinco Some itemsneededforemergency responsearenotavailablefromAustraliansuppliers Internationally sourceditemsnot of sufficientorappropriatequality/standardspecification Specifications ofitemswerenotstandard acrosssuppliers Influx ofitemsintothemarketisrestricted byinternationalborderclosures Purchasing ofgoods/servicesdependent onpersonalrelationshipswithsuppliers In countrymarketdirectlyaffected /disruptedbycivilunrestnaturaldisaster(suppliersclosedlooted) Some itemsneededforemergency responsearenotavailableincountry Suppliers whostockrelief-readyitems donothavesufficientquantitiesinstock The costofpurchasingitemsfrom incountrymarketsincreasesfollowingtheonsetofanemergency B MARKETCAPACITY Some competitionforinternationaltransportationreportedfollowing theonsetofemergency International transportation(air/sea)isinfrequentinsufficientcapacity forreliefitems Access isrestrictedbyunofficialcheckpoints/incidentsofviolence againstNGOvehicles Access isrestrictedbyinternationalborderclosures Road infrastructureispoor(e.g.lessthan50%paved)/inadequate Transportation infrastructurewasdirectlyaffected/damagedduring theemergency Transportation ofthetype/sizeneededisnotalwaysavailableincountry The costofsuitabletransportationincreasesfollowingtheonset an emergency Finding suitabletransportationfollowingtheonsetofanemergency ischallenging Port infrastructureisnotsufficienttomanagethevolumeandtype of itemsneededinemergencyresponse. The remotenessofsomeareaswithinasinglelandmassposessignificant challengetoaccessinemergencyresponse. response. The geographicalspreadoflandmasseswithinacountry(oftenlarge numberofislands)posesasignificantchallengetoacce Dependent onsingleinternationalairport(pavedrunway) A ACCESSANDTRANSPORTATION IN EACHCOUNTRY(PAGE1of2) ANALYSIS: SUMMARYOFSUPPLYCHAIN CHALLENGES 55 ss inemergency untry Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Timor Leste Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Solomon Islands Y Y Y Y Y Y Fiji YYYYYYY Y YYYY Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Indonesia, Eastern Provinces Y Y Y Kirabati Y Y Y Y Y Rep. of Marshall Islands Y Y Y Y Y Y Y Y Y Fed. States of Micronesia Y Y Y Y Y Nauru Y Y Y Y Niue Y Y Y Y Y Y Y Palau Y Y Y Y Y Y Y Y Papua New Guinea Y Y Y Y Y Y Y Y Y Y Samoa Y Y Y Y Y Y Y Y Y Y Y Y Cook Islands Y Y Y Y Y Y Y Y Y Tonga Y Y Y Y Y Y Tuvalu Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Vanuatu 38 37 36 35 34 33 32 31 51 50 49 48 47 46 45 44 43 42 41 40 39 CHALLENGE NUMBER Challenges inavailabilityof/access togovernment/militaryresourcesbyINGOsduringemergency response International SupplyChainProcesses weredelayed/tooktime(weeks,notdays) Some supplieshadtobeordered internationallyandfollowingtheonsetofemergency International orderstooktime(weeks, notdays)toarriveincountry Limited informationavailableonin countrysupplychaincapacity Purchasing inmultiplecurrencies waschallengingtocoordinate,ashadnotbeenanticipatedprior theemergency G OTHERCHALLENGES Limited availabilityof/delayswith customsagents/internationalcouriercompanies Obtaining tax/dutyexemptionfollowingtheonsetofanemergency can takelongerandbemoredifficult. Registration ofreliefitems(e.g.vehicles)cantakelongerfollowing theonsetofanemergency. Clearance ofreliefitemscantakelongerfollowingtheonsetanemergency. F IMPORTANDCUSTOMSCLEARANCE Staff hadnotbeensufficientlytrainedincommunicationsequipment Deployment ofcommunicationsequipment(e.g.withassessmentteams) isnotwellmanaged/coordinated Key modesofcommunicationarenotavailableincountry/some areas Communications infrastructurewasinadequate/overwhelmedfollowing theonsetofemergency Communications infrastructurewasdamagedduringtheemergency E COMMUNICATIONS(INFRASTRUCTUREANDEQUIPMENT) Whilst office/storagefacilitieshadbeeninplacepriortotheemergency, facilitieswerenotpreparedforscaleup Stocks whichwerepre-positionedincountryhaddeterioratedand notbeenwellmaintained Finding storagefacilitiesintherightlocation(i.e.closetoaffected areas)ischallengingfollowingtheonsetofanem The costofsuitableandsecurestoragefacilitiesincreasesfollowing theonsetofanemergency Finding storagefacilitiesofanappropriatesizeischallengingfollowing theonsetofanemergency Finding secureandundamagedstoragefacilitiesfollowingtheonset ofanemergencyischallenging D STORAGEANDWAREHOUSING IN EACHCOUNTRY(PAGE2of2) ANALYSIS: SUMMARYOFSUPPLYCHAIN CHALLENGES 56 ergency Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Timor Leste Y Y Y Y Y Y Y Y Y Y Solomon Islands Y Fiji Y Y Y Y Y Y Y Y Indoneisa, East Provinces Y Y Kirabati Y Rep. of Marshall Islands Y Y Y Fed. States of Micronesia Y Y Nauru Y Niue Y Y Palau Y Y Y Y Y Y Y Y Y Papua New Guinea Y Y Y Y Y Y Y Samoa Y Y Y Y Y Y Y Y Y Y Y Y Cook Islands Y Y Tonga Y Y Tuvalu Y Y Y Y Y Y Y Y Y Y Vanuatu 11 Recommendations The Analysis section (Section 10) has identified a total of 51 challenges affecting supply chain management in the study area. Some of these challenges affect almost every country in the study area, but others are challenges which apply to only a few countries. It is recognized that the participant agencies in this study have differing organizational interests in these countries and, as such, the technical working group and report authors have decided to present Recommendations not in any order of priority, feasibility, urgency or impact potential, but to present how each recommendation in turn addresses a number of challenges, and what these challenges are. The participant agencies in this study can then interpret this information in a number of ways and use it to inform future decisions on supply chain management. There follows some guidance on using and applying this information for decision making purposes. Guide to using and interpreting the recommendations in this report

It is strongly recommended that participant agencies consider the following: • Do you agree with the challenges as they have been identified? • Are you (organizationally) interested in addressing these challenges? • If so, which challenges are you interested in addressing, and in which countries? • Which recommendations address the challenges that you are interested in? One method for doing this is to consider which challenges can be addressed at a country vs international level and what roles and responsibilities there are within your organization to address these challenges. Country specific challenges – an Example

Using the Analysis table, look down the column for the country you are interested in and make a shortlist of which numbered challenges have been identified in this country. For instance, if we take Papua New Guinea as an example, the challenges which were identified are numbers: 3, 5, 6, 8, 9, 13, 16, 24, 31, 32, 33, 34, 38, 40, 48, 49 and 50

(In other words a total of 17 challenges) If we assume that you, as an agency, are interested in addressing all of these challenges, the relevant recommendations for you to consider are: • R1 which addresses 9 of these 17 challenges • R2 which addresses 4 of these 17 challenges • R3 which addresses 4 of these 17 challenges • R4 which addresses 3 of these 17 challenges • R5 which addresses 3 of these 17 challenges • R6 which addresses 2 of these 17 challenges • R8 which addresses 1 of these 17 challenges • R9 which addresses 3 of these 17 challenges • R10 which addresses 4 of these 17 challenges • R11 which addresses 2 of these 17 challenges • R19 which addresses 3 of these 17 challenges Study area wide / regional challenges Similarly, if you, as an agency, are interested in looking at a group of countries or a region, the same method can be followed to identify a shortlist of challenges which you are interested in addressing, and then identifying which of the recommendations listed are of relevance to you. 57 11.1 Recommendations for the Challenges Identified

No Recommendation Addressing Challenges R1 It is a recommendation of this study that participating agencies 1, 2, 3, 4, 10, 12, 13, 14, 15, 18, 19, 23, 31, 32, 33, 34, 36, 42, strongly consider the pre-positioning of emergency relief items in either 43, 44, 45, 48, 49, 50, 51 Small or Medium In Country Storage Facilities in each country in the study area (SICSFs and MICSFs). R2 It is a recommendation of this study that (in addition to R1) 14, 15, 16, 17, 18, 20, 21, 23, 35, 45, 46, 48, 49, 50 participating agencies strongly consider the pre-positioning of emergency relief items in a number of large, Regional Storage Facilities, the combination of which can serve all countries within the study area. R3 It is recommended that, in considering implementation options for R1 31, 32, 33, 34, 51 and R2, participant agencies consider entering into discussions / negotiations with in country governments on the availability and cost of storage facilities and other government resources. R4 Based on the information collated in this study, in country markets 22, 48, 49, 50 could be utilized to implement R1 and/or R2. R5 Following the onset of the emergency more use can be made of in 48, 49, 50 country markets, though items should be purchased (wherever possible) prior to the onset of the emergency, as per R1 and R2. R6 It is a recommendation of this study that participating agencies arrange 42, 44, 48, 50, 51 for duty/tax exemption prior to the onset of an emergency in all countries within the study area. R7 It is a recommendation of this study that, in implementing R1, each 20, 21, 22 country within the study area designs a list of relief items which are both appropriate to the country in question and are tailored to in country contingency planning scenarios. R8 It is a recommendation of this study that logistics and supply chain 24, 46 issues/activities/planning be fully integrated into both the Contingency Planning processes and Disaster Management meetings in country. R9 Following the onset of an emergency, it is recommended that 5, 6, 7, 12, 13, 14, 15, 18, 23, 51 participant agencies improve the coordination of supply chain activities (particularly in the area of transportation), where possible coordinating with a sectoral approach. R10 It is recommended that participating agencies to this study examine 3, 5, 6, 7, 12, 13 the possibilities for entering into MoUs with international and in country transportation suppliers. This could, once again, be tied to contingency planning scenarios and detail anticipated roles and responsibilities in emergency response. R11 For those countries where communications infrastructure has been 37, 38, 39, 40, 41 identified as a challenge, it is recommended that participating agencies consider collaboration in increasing the diversity and coverage of this infrastructure. This could have the potential impact of reducing implementing field offices’ dependence on sole / unreliable modes of communication. R12 It is recommended that the information presented in this study be 47, 27 renewed, and added to, at regular intervals (at least annually). R13 It is recommended that the challenges identified in this report act as a baseline against which participant agencies can set key performance indicators. These indicators can then be used to measure the organisations’ impact on the efficiency and effectiveness of future emergency response. R14 In countries vulnerable to civil unrest, it is recommended that 11, 35, 51 participant agencies conduct thorough risk assessments and security analysis prior to implementing R1 and R2. R15 In countries which identified lack of logistics knowledge / expertise / 27, 28, 30 training as a challenge, it is recommended that technical training be conducted at regular intervals, in partnership with, and to compliment, contingency planning and disaster management activities. (It is further recommended that this training include the use and trouble shooting of communications equipment). R16 It is recommended that all countries in the study area implement and 26, 27, 29 maintain essential supply chain systems, and that this is done prior to the onset of an emergency. R17 It is recommended that, in implementing R1 and/or R2, supply chain 35, 36, 26, 27, 29 systems be put in place to maintain and monitor stocks at regular intervals (and at least quarterly), so as to avoid the degradation or misappropriation of relief items. R18 It is recommended that the participant agencies to this study enter into discussions with the World Food Programme (in regard to their forthcoming HRD in Subang), with a view to establishing linkages between and roles and responsibilities of the relevant humanitarian actors. R19 It is recommended that participant agencies (either directly or through 1, 2, 3, 4, 8, 9, 23, 25, 42, 43, 44, 51 implementing field offices and partners) enter into disaster management discussions with the relevant government authorities, promoting the long term goal of strengthening supply chain capacity and transportation infrastructure in country.

59 11.2 Storage Facilities Discussion Section 11.1, Recommendations R1 and R2 recognise the identified need for the pre-positioning of emergency relief items in the form of in country facilities throughout the study area, as well as the need to pre-position larger quantities of relief items in Regional Storage Facilities to serve the countries in the study area. It is recognized that some countries reportedly have small, containerized contingency stocks already in place. However, it was noted that crucial items relating to the following sectoral areas are reportedly not included in these facilities: • Water supply • Water treatment • Sanitation provision • Shelter provision Whilst this report will not examine in detail the potential options for implementation of these recommendations, some indicative costing and (study area) general options will now be discussed. 11.2.1 Small In Country Storage Facility (SIC SF)

Defined as a store containing (non food, non medical) relief items sufficient to support the most urgent needs of 5,000 beneficiaries. This size of store has been calculated based on the populations of the smaller countries within the study area, as well as the reported numbers affected by emergencies in recent years. The Technical Working group compiled a more abbreviated list of relief items for the purposes of examining the space and cost requirements of establishing such a storage facility. Annex H shows the abbreviated list of relief items, estimated quantities and some indicative costing for this option. 11.2.2 Medium In Country Storage Facility (MIC SF)

Similar to the SIC SF, the MIC SF is defined as a store containing (non food, non medical) relief items sufficient to support the most urgent needs of 10,000 beneficiaries. This size of store has been calculated based on the populations of the larger countries within the study area, as well as the reported numbers affected by emergencies in recent years. Annex I shows the abbreviated list of relief items, estimated quantities and some indicative costing for this option. 11.2.3 Regional Storage Facility (RSF)

For the purposes of this study, the Regional Storage Facility is defined as a store containing (non food, non medical) relief items sufficient to support the most urgent needs of 50,000 beneficiaries, with the added potential to serve / support countries other than that in which it is sited. Annex J shows the abbreviated list of relief items, estimated quantities and some indicative costing for this option. In addition, it was recognized that the participant agencies to this study would require some more detailed analysis of the RSF option. As such, the Technical Working group for the project met in July 2007 to discuss and agree the following: • Sites to include in the assessment • Crucial criteria to assess potential RSF locations

60 • Assumptions associated with these criteria (where applicable) • Weighting / scoring of these criteria Annex N shows the criteria and their assumptions. There follows a table showing the RSF site options, the criteria applied and the scores allocated to each RSF site option against each of these criteria. It is clear from the breadth of our study area that no single RSF site option has the potential to serve all countries within the study. However, using the criteria shown, and associated weighting, the following sites are presented as some of the most viable options for implementing a suite of Regional Storage Facilities (presented as the eight highest scoring sites):

• Noumea, New Caledonia (20/21) • Port Vila, Vanuatu (20/21) • Brisbane, Australia (19/21) • Darwin, Australia (19/21) • Auckland, New Zealand (18/21) • Sydney, Australia (18/21) • Nuku’alofa, Tonga (18/21) • Apia, Samoa (18/21)

It is recognized that the participant agencies to this study are operational in different ‘sets’ of countries within the study area and also have different operational priorities in terms of preparedness within the regions. In general terms, it is a suggestion from this analysis that the countries within the study area as a whole can be well served by at least three Regional Storage Facilities. 11.2.4 Summary of Indicative costing for SIC, MIC and RSF options

The following table shows a summary of some indicative costing (at best for general budgetary purposes) for the implementation of each storage facility. Monthly rental costs have been presented as an average cost from sites (and in the case of SIC SF and MIC SF countries) surveyed.

Storage Number of Initial cost of Estimated Estimated of monthly rental Facility Type Beneficiaries purchasing Storage costs for this volume (AUD) items (AUD) Volume Needed (cubic metres) SIC SF 5,000 $174,528* 90 Average of approx. $400 pcm MIC SF 10,000 $349,055* 180 Average of approx. $500 pcm Ranging from approx. RSF 50,000 $1,545,275* 900 $2,500pcm (Lae) to approx. $16,000pcm (Sydney) *Note: these prices have been estimated based on prior purchasing of these items, in smaller quantities. Total costs would likely be greatly reduced by engaging in an open tendering process for the quantities required.

61 11 RECOMMENDATIONS-RSFSITEOPTIONSANDCRITERIA 5b 1d 1b 5a 1c 1a 8 7 6 4 3 2 Criteria No items toandfrom RSF site International import /exportofrelief site military /defenseresourcesatRSF country ofRSF military /defenceresourcesin Access andstability Access andstability site Cargo handlingfacilities(air)atRSF to andfromRSFsite International commercialairroutes RSF site Population coveredinradiusfrom Radius ofcoveragefromRSFsite Radius ofcoveragefromRSFsite Radius ofcoveragefromRSFsite rtraDsrpin(hr)CriteriaQuestion Criteria Description(short) Radius ofcoveragefromRSFsite * sincecriteria1a,b,c anddcanbeonlyscoredoneor theother,maximumavailable score being4 working week? country andexported toanothercountryinlessthan1 In general,canrelief itemsbebothimportedintothis country? resources androutesfromthisRSF sitewithinthis Do anydefenceforcesoperateinternational transport resources androutesfromthiscountry? Do anydefenceforcesoperateinternational transport disaster inthecountry? Can thesupplychainstillfunctionin caseofanatural of civilunrestinthecountry? Can thesupplychainstillfunctionin caseofanincident airport inthislocation? Are thereanycargohandlingfacilities ataninternational and atleast3othercountrieswithin thestudyarea? Do internationalairroutesoperatebetween thisRSFsite location exceed150,000beneficiaries? Does thepotentialpopulationcoveredbyanRSFinthis site? located withina4000kmroundtripradiusfromthisRSF Are morethan10countriesincludedinthisstudyarea site? located withina4000kmroundtripradiusfromthisRSF Are between7and9countriesincludedinthisstudyarea site? located withina4000kmroundtripradiusfromthisRSF Are between4and6countriesincludedinthisstudyarea within a4000kmroundtripradiusfromthisRSFsite? Are upto3countriesincludedinthisstudyarealocated TOTAL SCOREFOR THISRSFSITE(outofamaximum of21)* YES Score if Criteria 3 1 1 2 2 3 3 2 4 3 2 1 62 184 7 0 39131611 814171013 911 1412 9 91817 918132018 19191820 030030 330033333 3333303033 3000 0 003300 1111 0000000011 0000 0 000000 1111 0000000001 0000 0 000100 022222 220222222 0222002222 2222 2 3333 3003303033 0300 200222 0 303333 3333 3003333333 3333 3 333303 2222 2222222222 2222 2 222222 0000 0000400440 0400 0 000000 303030 330000003 3303003000 3000 0 033003 2200 0020020000 0022 2 000000 010000 000010010 0000000001 0000 0 100110 Avarua, Coook Islands Suva, Fiji Nadi, Fiji

22200222 2222 0202222222 202 22 Jakarta, Indonesia Kupang, Indonesia Tarawa, Kiribati Majuro, Republic of the Marshall Islands Palikir, Federated States of Micronesiia Yaren District, Nauru Alofi, Niue Melekeok, Palau

Port Moresby, Papua New Guinea Lae, Papua New Guinea Rabaul, Papua New Guinea Apia, Samoa Honiara, Solomon Islands Dili, Timor Leste Nuku'alofa, Tonga Funafuti, Tuvalu Port Vila, Vanuatu Auckland, New Zealand Brisbane, Australia Darwin, Australia Sydney, Australia Noumea, New Caledonia 12 References

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13 Annexes

Annex A: Proposal – Emergency Response Supply Chain Assessment

Annex B: Questionnaire – Emergency Response Supply Chain Assessment

Annex C: Questionnaire – Relief Items Surveyed (26 items)

Annex D: Questionnaire – Return Summary

Annex E: Questionnaire - Data Annex E(1): Previous Experiences Annex E(2): Storage Initiatives Annex E(3): Market Assessment Annex E(4): Access and Transportation Annex E(5): Import/Customs Clearance Annex E(6): People Management and Coordination Annex E(7): Office Support and Communications

Annex F: Analysis of International Airline Routes in the Study Area

Annex G: Analysis of distances between Study Area Destinations

Annex H: SIC SF - Small in Country Storage Facility – emergency relief items for 5,000 beneficiaries and estimated costs

Annex I: MIC SF - Medium in Country Storage Facility – emergency relief items for 10,000 beneficiaries and estimated costs

Annex J: RSF - Regional Storage Facility – emergency relief items for 50,000 beneficiaries and estimated costs

Annex K: Reef Shipping Sailing Schedule (24th April 2007)

Annex L: Reef Shipping Agents in the Pacific Islands

Annex M: Summary of country characteristics

Annex N: Regional Storage Facilities: Criteria and Assumptions

Annex A: Proposal – Emergency Response Supply Chain Assessment

Project Title ACFID-AusAID Emergency Response Supply Chain Assessment Proposed Start Date 01/02/2007 Proposed End Date 07/05/2007 Prepared by Rebecca Vince - Emergency Logistics Coordinator, Oxfam Australia On behalf of ACFID HRG Members

1 Overall Purpose

To assess the capacity1 of the humanitarian supply chain2 in the Pacific, East Timor and Indonesia, with the aim of improving the preparedness prior to, and efficiency and effectiveness during, international emergency response.

2 Project Objective

To strengthen the supply chain capacity of ACFID and AusAID in the project region by examining a suite of options3 in consultation with local stakeholders. The project will be conducted in two stages, separated by a mid project review: Stage 1: Information gathering, review and analysis, identifying key challenges and reporting initial recommendations and supply chain solutions Review: ACFID HRG and AusAID meet to review the Stage 1 report findings and agree locations and ToR for field visits in Stage 2 Stage 2: Verification of information and challenges identified (in situ), testing of initial recommendations and supply chain solutions, reporting final recommendations with a formal presentation of findings to ACFID HRG – AusAID audience

3 Background

The challenges faced in responding to international emergencies are often compounded by supply chain difficulties. These can include long lead times, a dependence on sole suppliers for specialist items, multiple handling, poor transportation infrastructure and the decentralization of stocks. ACFID HRG members and AusAID have been in discussions for some time as to the feasibility of pre-positioning4 stocks at a shared storage facility within Australia, for rapid deployment during an emergency response. It has been recognized as prudent to assess a broader range of supply chain options rather than looking to an Australia based AusAID-ACFID store as the only solution. This project will review the current challenges / gaps in the supply chain process for East Timor, Indonesia and Pacific nations, making and testing recommendations for supply chain solutions and reporting these findings to the ACFID HRG and AusAID audience.

1 For the scope of this project, “capacity” refers to the capacity of the supply chain to support responses within 48 hours of an emergency and to meet the most urgent needs of beneficiaries for the first two weeks of an emergency response. 2 The term “supply chain” refers to all processes from initial procurement to end point delivery at implementation site. 3 The suite of options considered will include not only Australia based pre-positioning but also regional and in-country pre-positioning, together with local, regional, Australia based and international supplier agreements. 4 “Pre-positioning” refers to the purchasing and storage of emergency materials in advance of a specific, program- generated supply request.

71 It is anticipated that the final report will address the feasibility and added value of an Australia based shared storage facility, as well as informing future supply solutions among audience members, both joint and individual initiatives.

4 Activities A Information Gathering o Engage with key stakeholders, including field implementing offices and partners, to gather information on supply chain infrastructure and capacity in the specified project region. Collect both narrative information from each stakeholder and objective, factual information which can be collated, compared and analysed. o Review Australian, regional, local and international supply chain infrastructure, suppliers of goods and services (including cost and availability of a list of emergency materials) and transportation5. o Review existing storage initiatives in, or with the potential to supply, the project region (as maintained by ANGOs and their partners, UN and other humanitarian actors).

B Review and Analysis o Examine previous challenges faced and institutional learning in relation to the supply chain component of prior responses, as driven by the experiences of implementing offices and partners. o Summarise the information collated from key stakeholders, both narrative and factual, highlighting trends. o Identify common themes and analyse the recurrence / corroboration of information from multiple sources in response / country / region specific contexts.

C Stage 1 Report o Report supply chain challenges identified. o Make initial recommendations for supply chain solutions. Comment on risks attached to each solution and potential value added. o Highlight, where possible, those recommendations of highest priority by urgency / need / affected area / response likelihood.

D Mid Project Review o Combined ACFID HRG and AusAID panel review of Stage 1 report, discussing recommendations and prioritization and feasibility of suggested solutions. o Identify four priority locations for field visits and agree Terms of Reference for each trip. o Communicate review decisions to key stakeholders engaged in Stage 1.

E Verification and Testing

o At least two technical ACFID HRG staff to conduct in situ verification of information gathered in four locations, working through and with implementing offices and partners.

5 With specific reference to some recent AusAID publications, including “Shelter and water supply product appraisal and recommended disaster store holdings”

72 o Conduct in situ testing of supply chain solutions recommended in four locations, engaging (as applicable) with implementing offices and partners, suppliers of goods and services and parties with existing storage initiatives. o Evaluate solutions, including potential storage sites, using agreed assessment criteria.

F Stage 2 Report and Presentation

o Collate and analyse field visit reports, producing a report with final recommendations for supply chain improvements. o Present final report to the ACFID HRG – AusAID audience. o Circulate report to key stakeholders engaged in the project.

5 Duration and phasing

The proposed project period is from 01/02/2007 – 07/05/2007 inclusive. The phasing of activities is shown in the table below: Activity Activity Week Commencing Dates 29 05 12 19 26 05 12 19 26 02 09 16 23 30 Jan Feb Feb Feb Feb Mar Mar Mar Mar Apr Apr Apr Apr Apr Questionnaire issued 01/02 Information gathering 01/02 – 05/03 Report writing - Stage 1 05/03 – 19/03 Mid project review 19/03 – 26/03 Stage 2 field visits 26/03 – 23/04 Report writing and 23/04 – 07/05 presentation – Stage 2

6 Inputs

• A technical working group6, including logisticians from ACFID HRG member ANGOs, will provide considerable input throughout the project, dedicating time and effort to the design of the questionnaire, assessment tools and templates and terms of reference, as well as giving their time for the field trip component in Stage 2. • During the information gathering phase of the project, an researcher will be engaged on a short term contract to collate and compile information and maintain momentum during this key period. • Project Design and Management Pty Ltd (PDM) will be engaged throughout the project; a draft terms of reference for their activities is attached in Annex I. • In addition to the technical working group mentioned above, Rebecca Vince (Emergency Logistics Coordinator, Oxfam Australia) and Richard Young (Emergencies Manager, Oxfam Australia) will provide day to day management of both the PDM contractor (Stages 1&2) and the short term contract individual (Stage 1). • ACFID HRG members and AusAID representatives will feed information into Stage 1 of the project, including institutional knowledge and contact details for key stakeholders, and will also form a panel for the mid project review.

6 Currently Rebecca Vince (Oxfam Australia), Florent Chane (Australian Red Cross), Jamie Newton (World Vision Australia), Junus David (World Vision Australia) and Nuran Higgins (Australian Red Cross).

73 7 Outputs

This project will produce the following key documents: • Stage 1 Supply Chain Questionnaire • Stage 1 Report – including initial recommendations for supply chain solutions throughout the project region • Stage 2 Report – including field trip findings and final recommendations for supply chain solutions The project will also result in a number of secondary / indirect outputs, including: • Increased understanding of local, regional and international supply chain infrastructure • Increased efficiency and effectiveness of future humanitarian responses • Increased cooperation and coordination between ACFID HRG members and AusAID • Improved relationships with suppliers of goods and services • Shared knowledge base of suppliers of goods and services, for access in future responses • Awareness raising of supply chain challenges with implementing offices and partners

8 Risks

The following table identifies some of the key risks to the successful implementation of the project. Risks are listed in order of likelihood:

Risk Likelihood* Consequence Mitigation Funding not approved Project start date delayed Maintain flexibility of project by 01/02/2007 3 start dates until funding confirmed Insufficient Findings are not Stage 1 period would be identification of / representative across extended in order to fully engage engagement with key humanitarian sector a broad spectrum of key 3 stakeholders in Stage stakeholders 1: Information Subsequent project phasing is Gathering reviewed Low questionnaire Findings are not Buy in from all key stakeholders return rate representative across Monitoring of return rate 3 project region Regular reminders / chasing Support offered on completion / addressing queries Field visits are not Recommendations cannot Continued communication with welcomed by be properly tested, key stakeholders throughout the implementing partners solutions cannot be project to ensure buy in / offices 3 reliably implemented Visits arranged with as much notice as possible, including face to face meetings with implementers Field visit team not Stage 2 starts later and Travel dates confirmed as soon available to travel 2 final report delayed as possible in the project, with locations specified later Security levels change Field visits to selected Wider range of locations / civil unrest in project locations cannot take selected from Stage 1 (>4) 2 region place Regular monitoring of security situation throughout the project *Likelihoods: 5 Almost Certain, 4 Likely, 3 Possible, 2 Unlikely, 1 Rare

74 ACFID EMERGENCY RESPONSE SUPPLY CHAIN ASSESSMENT SUPPLY CHAIN QUESTIONNAIRE 21st February 2007

You have been contacted to contribute to a joint initiative of Australian INGOs assessing the Supply Chain Challenges in your coverage area • Why have I been contacted? Your organization, or an organization with whom you work in partnership, is engaged in this project through the Australian Council for International Development (ACFID) http://www.acfid.asn.au/

• What is this project about and what is the questionnaire for? The overall purpose of this project is to assess the capacity of the humanitarian supply chain in the Pacific, East Timor and eastern Indonesia, with the aim of improving the preparedness prior to, and efficiency and effectiveness during, international humanitarian response. The project will have a particular focus on effective access to emergency response items and the potential for improving procurement and storage arrangements.

The project will be conducted in two stages: Stage 1: information gathering, review and analysis, identifying key challenges and reporting initial recommendations and supply chain solutions Review: stage 1 report findings are reviewed and locations agreed for stage 2 field visits Stage 2: verification and testing of information, challenges and solutions, reporting final recommendations

The Supply Chain Questionnaire is the principal guiding tool for the project and the information you provide will be invaluable in shaping our understanding of the challenges you are facing.

• How will this project and the information I provide benefit my organization? Your contribution will further our understanding of supply chain challenges in your coverage area; we hope that the positive outcomes from this project will help you and your organization to plan and prepare for the future, learning from a wealth of past experiences and improving response times to humanitarian emergencies.

• What does this questionnaire cover? This questionnaire is in eight sections: 1 PREVIOUS EXPERIENCES 2 STORAGE INITIATIVES 3 MARKET ASSESSMENT 4 ACCESS AND TRANSPORTATION 5 IMPORT / CUSTOMS CLEARANCE 6 PEOPLE MANAGEMENT AND COORDINATION 7 OFFICE SUPPORT AND COMMUNICATIONS 8 ADDITIONAL INFORMATION / NOTES For section 3 there is also an Excel spreadsheet attached.

• Who should complete this questionnaire? This questionnaire will draw on your knowledge of the supply chain in your coverage area. You may have procurement/warehousing/transport and other logistics and administration staff to help you with this exercise and some information will be provided by your country representative, head of mission or head of agency in country.

• How will the information I give be used? The information will be collated by the project’s researcher and analysed collectively to produce initial recommendations. Any information which the researcher considers to be confidential will not be included in the project reports.

• When should I complete this questionnaire by? Please return your completed questionnaires no later than Monday 26th March 2007.

• Who should I send this questionnaire to? Unless you have been asked to return this questionnaire to someone in your organization, please return hard copies to: ACFID Supply Chain Technical Working Group c/o World Vision Australia office, 11-13 McDonalds Lane, Mulgrave, Melbourne VIC 3170 Australia

• Who can I contact if I have questions or need help to complete this questionnaire? If you have any questions or would like any support in completing the questionnaire, please email [email protected] and we will respond to your query as soon as possible.

On behalf of all of the members of this ACFID initiative, thank you for your time and effort in completing this questionnaire

ACFID EMERGENCY RESPONSE SUPPLY CHAIN QUESTIONNAIRE Page 1 of 16 [email protected]

75 ACFID EMERGENCY RESPONSE SUPPLY CHAIN ASSESSMENT: SUPPLY CHAIN QUESTIONNAIRE

Date: Organisation: Full Name: Email Address: Street Address: Suburb: Postcode: Country: Coverage Area*:

1 PREVIOUS EXPERIENCES

This section contains 19 questions

1.1 What were the last two emergency responses which your organization was engaged in?

dates of your name / type of emergency location brief description of your intervention response

RESPONSE 1 1.2 Please estimate where the goods / materials / commodities for response 1 were originally purchased / sourced from: items purchased from: estimated percentage % inside your coverage area % outside your coverage area, but within your % country of operation international purchases %

1.3 Were the items you received of the quality and specification you had requested and did they meet the needs of the beneficiaries in your response?

1.4 What were the main challenges during response 1 in terms of local market supply?

* For the purposes of this questionnaire, your coverage area should be defined as the geographical area in which you are implementing and / or supporting programs. It may be easiest to indicate this on a map and return it to us. ACFID EMERGENCY RESPONSE SUPPLY CHAIN QUESTIONNAIRE Page 2 of 16 [email protected]

76 1.5 What were the main challenges during response 1 in terms of access and transportation?

1.6 What were the main challenges during response 1 in terms of storage and warehousing?

1.7 What were the main challenges during response 1 in terms of import / customs clearance?

1.8 What were the main challenges during response 1 in terms of office support, security and communications?

1.9 Were there any other challenges to the supply chain during response 1 which you have not already mentioned and, if so, what caused any delays?

1.10 If you intervened in a similar emergency again, what would you like to change / do differently in terms of managing the supply chain during your response?

ACFID EMERGENCY RESPONSE SUPPLY CHAIN QUESTIONNAIRE Page 3 of 16 [email protected]

77 RESPONSE 2 1.11 Please estimate where the goods / materials / commodities for response 2 were purchased from: items purchased from: estimated percentage % inside your coverage area % outside your coverage area, but within your % country of operation international purchases %

1.12 How appropriate were the goods / materials / commodities purchased for the intervention?

1.13 What were the main challenges during response 2 in terms of local market supply?

1.14 What were the main challenges during response 2 in terms of access and transportation?

1.15 What were the main challenges during response 2 in terms of storage and warehousing?

1.16 What were the main challenges during response 2 in terms of import / customs clearance?

ACFID EMERGENCY RESPONSE SUPPLY CHAIN QUESTIONNAIRE Page 4 of 16 [email protected]

78 1.17 What were the main challenges during response 2 in terms of office support, security and communications?

1.18 Were there any other challenges to the supply chain during response 2 which you have not already mentioned and, if so, what caused any delays?

1.19 If you intervened in a similar emergency again, what would you like to change / do differently in terms of managing the supply chain during your response?

2 STORAGE INITIATIVES

This section contains 15 questions

2.1 Does your organization manage any warehousing / storage facilities? yes no

If no, please go to question 2.9

If yes, please answer the following (If you manage more than one store, please use section 8 to provide details of additional stores):

2.2 Where is your main store located? site name: address: GPS location / map reference (if known): estimated distance from office (km): kms average journey time by car from office (hours): hours

2.3 What types of goods / materials / commodities do you store there? (please list the main five types) Type of goods / materials stored 1 2 3 4 5

ACFID EMERGENCY RESPONSE SUPPLY CHAIN QUESTIONNAIRE Page 5 of 16 [email protected]

79 2.4 Which of the following best describes the main purpose of your store? long term storage for programs temporary / transit storage contingency / emergency stocks other please specify:

2.5 What is the approximate size of the store? either:

response items for people dimensions of store: ( )m x ( )m x ( )m

2.6 Which of the following best describes the construction and layout of your warehouse / storage facility (please tick all that apply):

20ft container(s) 40ft container(s)

concrete floor gravel floor dirt floor raised floor plastic sheeting / tarpaulin on floor

brick walls wooden walls thatch / grass / mud walls plastic walls zinc walls

zinc / metal roof plastic roof tiled roof thatch / grass roof wooden roof

wooden shelving metal shelving wooden pallets other shelving (please specify):

mains electricity lighting generator powered lighting no lighting

ventilation by fans (e.g. ceiling fans) ventilation by windows air conditioning no ventilation

locked doors unlocked doors barred / locked windows unbarred / unlocked windows

forklifts used to move materials manual labour used to move materials

ACFID EMERGENCY RESPONSE SUPPLY CHAIN QUESTIONNAIRE Page 6 of 16 [email protected]

80 2.7 Is your warehouse / store weather proof (no leaking of water into the store)? yes no

2.8 Are security guards employed at the warehouse? yes no If yes, please give details: number of guards: hours of working:

2.9 Does your organization have any arrangements with suppliers in your coverage area to keep stocks on your behalf? yes no other arrangement (please give details)

If yes, please give details, including what items are pre-positioned, in what quantities and what the arrangements are with the supplier. details

2.10 Do you know of any other emergency or contingency item warehouse / storage facilities located within your coverage area? yes no

If no, please go to question 2.15 If yes, please answer the following for each contingency store you are aware of:

2.11 Where is the store located? address: GPS location / map reference (if known): estimated distance from your main office (km): km average journey time by car from your main office (hours): hours

2.12 Who manages this store? organisation name: contact person: contact telephone number: email address:

2.13 What types of goods / materials / commodities are stored there? Type of goods / materials stored 1 2 3 4 5

2.14 What is your estimate of the size of this store? either: response items for people or: dimensions of store: ( )m x ( )m x ( )m

ACFID EMERGENCY RESPONSE SUPPLY CHAIN QUESTIONNAIRE Page 7 of 16 [email protected]

2.15 Do you know of any other supply chain initiatives in, or serving, your coverage area which might be useful to us in this research? (e.g. transportation networks, UN agency initiatives, DM initiatives) yes no

If yes, please provide details, with contact details where possible. details:

3 MARKET ASSESSMENT

This section contains 1 TABLE and 6 questions

3.1 Local market assessment table (EXCEL SPREADSHEET ATTACHED) Attached is a table for your completion. This table relates to emergency response items / goods and their availability in your coverage area. At the end of the table there are some empty rows. Please give information of any additional emergency response / construction items which you use in your coverage area.

3.2 Do you have access to any of the following plumbing fittings in your coverage area? (please tick all that apply) reducer (plastic, all sizes) elbow compression coupler (uPVC, range of sizes) gate valve (brass, 2”) nipple (hexagonal, 2”) tee (3”) hose coupler (for 90mm outside diameter hose)

3.3 What is the average market price today for petrol? price currency unit quantity (gallon or litre?)

3.4 What is the average market price today for diesel? price currency unit quantity (gallon or litre?)

3.5 What is the average market price today for kerosene? price currency unit quantity (gallon or litre?)

3.6 Do you have access to wooden palettes in your coverage area? (these are wooden slatted platforms, usually 1m x 1m, which can be bought or constructed from wooden boards or planks) ` yes average price currency no

ACFID EMERGENCY RESPONSE SUPPLY CHAIN QUESTIONNAIRE Page 8 of 16 [email protected]

82 4 ACCESS AND TRANSPORTATION This section contains 19 questions

4.1 Where is your office located? site 1 site name: address: GPS location / map reference (if known):

4.2 Where are your other office sites within your coverage area? site 2 site name: address: GPS location / map reference (if known): estimated distance from main office (km): km average journey time by car from main office (hours): hours site 3 site name: address: GPS location / map reference (if known): estimated distance from main office (km): km average journey time by car from main office (hours): hrs site 4 site name: address: GPS location / map reference (if known): estimated distance from main office (km): km average journey time by car from main office (hours): hrs

If you have more than three additional office sites, please give details in section 8.

4.3 What modes of transport do you have access to in your coverage area? (please tick all that apply) road rail air sea inland water (rivers)

4.4 What types of transport do you have access to in your coverage area? (please tick all that apply) cars 4 wheel drive vehicles (e.g. 4WD Land Cruiser) bicycles motorbikes pickup trucks / small trucks large goods trucks 20ft container trucks 40ft container trucks passenger trains goods trains small boats large ships (container vessels) helicopters aeroplanes

4.5 Do you have access to spare parts and servicing for the transport types you use? yes no some (please list):

ACFID EMERGENCY RESPONSE SUPPLY CHAIN QUESTIONNAIRE Page 9 of 16 [email protected]

4.6 Please estimate the percentages of the following road surfaces in your coverage area: sand / soil (dirt road) % gravel % asphalt / tarmac road %

4.7 Does your coverage area experience a rainy season? yes dates: to no

4.8 Do the roads in your coverage area have any bridges to cross? yes number: no

4.9 Can the worst condition bridge in your coverage area support the following (please tick all that apply): people bicycles motorbikes cars 4 wheel drive vehicles (e.g. 4WD Land Cruiser) pickup trucks / small trucks large goods trucks 20ft container trucks 40ft container trucks

4.10 Is anywhere in your coverage area prone to landslides? yes no

4.11 Are there any points within your coverage area where vehicles / goods / papers are stopped and checked? yes no If yes, please provide maps showing where the points are if possible.

4.12 Has your organization experienced any of the following security incidents in the past six months? theft from warehouse theft during transport

4.13 What is the nearest airport to your office? airport name: average travel time from office by car: hours international airport airport code (three letters): national airport (no international flights)

4.14 What is the nearest sea port to your office? port name: GPS / map reference (if known): average journey time by car from main office (hours): hours

ACFID EMERGENCY RESPONSE SUPPLY CHAIN QUESTIONNAIRE Page 10 of 16 [email protected]

84 4.15 Which of the following services are available from your nearest sea port (please tick all that apply): purchase 20ft container offload 20ft container at port storage 20ft container at port transport 20ft container to office offload 20ft container at office purchase 40ft container offload 40ft container at port storage 40ft container at port transport 40ft container to office offload 40ft container at office

4.16 What is the nearest train station to your office? station name: average travel time from office by car: hours

4.17 Do you have access to maps of your coverage area, showing transport routes? yes no If yes, please return electronic or paper copies of these maps with this questionnaire.

4.18 Which of the following best describes your coverage area? capital city city towns (good access) small towns / villages (remote access) small villages / rural communities (very remote access)

4.19 Are there any other factors affecting access and transportation within your coverage area? yes no If yes, please provide details details:

5 IMPORT / CUSTOMS CLEARANCE

This section contains 5 questions

5.1 Does your organization have a pre-arranged duty and / or tax exemption from your government? yes no If yes, please provide details details:

ACFID EMERGENCY RESPONSE SUPPLY CHAIN QUESTIONNAIRE Page 11 of 16 [email protected]

5.2 How long, approximately, does it take to apply for and receive an exemption from your government? months and / or days

5.3 Is it a requirement of your government to apply for additional approval / registration / certification for any of the following items? (please tick all that apply and provide details of forms / paperwork if possible)

vehicles / motorized equipment details:

communications equipment (radios, satellite phones) details:

other (please specify)

5.4 Do you engage a customs agent to act on behalf of your organization? yes no If yes, please provide details (for what services, what is the arrangement) details:

5.5 Do any of the following companies have local branches in your coverage area? (please tick all that apply) DHL UPS TNT FEDEX other (please specify)

ACFID EMERGENCY RESPONSE SUPPLY CHAIN QUESTIONNAIRE Page 12 of 16 [email protected]

86 6 PEOPLE MANAGEMENT & COORDINATION

This section contains 6 questions

6.1 Does your organization have a logistics department / team / section? yes no If yes, how many staff are in the logistics department? number:

6.2 Does your organization employ someone responsible for the following (please tick all that apply): procurement / purchasing of goods and services storage / warehousing transportation / fleet management

6.3 Does your organization employ any of the following (please tick all that apply): drivers number of drivers: casual labourers number of labourers: security guards number of guards:

6.4 Does your organization coordinate any of the following logistics activities with other organizations? procurement / purchasing import / customs clearance storage / warehousing transportation of people transportation of goods communications (e.g. shared VHF repeater / base station) shared emergency / contingency stocks other please specify:

If you have ticked any of the above, please give details (who you coordinate with, how you coordinate activities, how often and examples): details:

6.5 Are there any formal inter-agency coordination mechanisms in place in your coverage area? (e.g. cluster groups, DM meetings) yes no If yes, please provide details (who organizes, who attends, how often, what kind of topics are covered): details:

ACFID EMERGENCY RESPONSE SUPPLY CHAIN QUESTIONNAIRE Page 13 of 16 [email protected]

87 6.6 Are supply chain issues / challenges included in any disaster preparedness / contingency planning / disaster management activities for your organization? yes no If yes, please give details: details:

7 OFFICE SUPPORT AND COMMUNICATIONS

This section contains 13 questions

7.1 How is your office powered with electricity? (if more than one type of power, please tick all that apply) no electrical power mains electrical power voltage: V name of provider: generator driven power: kVA solar power other (please specify):

7.2 Which of the following do you have in your office site / coverage area (please tick all that apply): landline telephone desktop computer laptop computer scanner printer photocopier fax machine digital camera internet connection type / speed: IS provider: HF radio base station HF radio mobile station (vehicles) VHF radio base station VHF radio mobile station (vehicles) VHF radio handsets VHF repeater GPS equipment

7.3 Do you have mobile phone networks in your coverage area? yes provider 1: provider 2: provider 3: no

7.4 How reliable are the mobile phone networks in your coverage area? always reliable sometimes reliable rarely reliable

7.5 Approximately how many times in the last week has your network been unavailable / inaccessible when you have tried to make a call? number:

ACFID EMERGENCY RESPONSE SUPPLY CHAIN QUESTIONNAIRE Page 14 of 16 [email protected]

88 7.6 How do you pay for your mobile phone calls? account pre-pay / credit tokens other (please specify):

7.7 Does your organization use satellite telephones? yes no If no, please go to question 7.12 If yes, please answer the following questions:

7.8 How many satellite telephones does your organization own? number:

7.9 Which service provider(s) do you use for your satellite phones? provider:

7.10 Do you have access to the BYRU network for satellite communications in your coverage area? yes no don’t know

7.11 Is it possible to hire / rent satellite phones in your coverage area? yes no

7.12 Are the following items available in your coverage area? (please tick all that apply) generators, diesel powered (please tick kVA) 1.8 2.5 4 5 7.5 10 12.5 other kVA (please specify) voltage regulator / stabiliser UPS battery chargers

7.13 Is accommodation available in your coverage area for visitors from overseas? yes no If yes, please give details. details:

ACFID EMERGENCY RESPONSE SUPPLY CHAIN QUESTIONNAIRE Page 15 of 16 [email protected]

89 8 ADDITIONAL INFORMATION / NOTES

If you are able to provide any additional information for any of the questions asked please use this space to do so, writing or typing the relevant question number before each section.

Please feel free to use this space, and additional pages, to provide any more information which you think might be useful to us in our research.

Please attach maps, photos, contact details, examples of forms or anything else which you feel may help us.

On behalf of all of the members of this ACFID initiative, thank you for your time and effort in completing this questionnaire.

ACFID EMERGENCY RESPONSE SUPPLY CHAIN QUESTIONNAIRE Page 16 of 16 [email protected]

90 Annex C: Questionnaire - Relief Items Surveyed (26 Items)

If this item is NOT Is this item available in your available in If NO, is an coverage area, is it PREFERRED SPECIFICATION your alternative / available in a LINE coverage equivalent item neighbouring area? ALTERNATIVE ITEM NUMBER ITEM DESCRIPTION UNIT Spec 1 Spec 2 Spec 3 Spec 4 ITEM USE area? Y/N available? Y/N If so, where? DESCRIPTION 1 BLANKET pcs >60% wool 1.8-2.0m long 1.5-1.8m wide bedding 2 BUCKET pcs plastic 14 litre capacity with lid with tap collecting and storing water 3 WATER CONTAINER / JERRY CAN pcs plastic unused 10litre capacity carrying water

4 TARPAULIN Woven HDPE with pcs LDPE coating 200 g/m2 4m width shelter fixing tarpaulin, tents, ground 5 ROPE m Poly 6mm diameter sheets 6 TENT pcs with ground sheet inner and outer layers shelter 7 BLADDER TANK (ground) pcs PVC with ground sheet 10000 litres water storage / trucking WATER STORAGE TANK / RAINWATER 8 TANK pcs HDPE 5000 litre water storage

9 CHLORINE TABLETS 1000 mg active tabs chlorine per tablet disinfection of water supplies 70-80% active 10 CHLORINE POWDER kg chlorine disinfection of water supplies 11 STEEL PIPE m galvanised steel 2, 3, 4" diameter water delivery

32, 63, 90mm diameter 12 PLASTIC PIPE pipe & 75mm diameter m PE and uPVC 'layflat' pipe water delivery

13 CEMENT construction of latrine slabs, kg septic tanks, tank foundations 14 STEEL ROD m 6-10mm diameter for reinforced concrete items

mounted 15 PUMP SET (diesel driven) in steel coupled to petrol rollover pcs 2" inlet and outlet self priming or diesel engine frame water delivery 16 HAND SOAP pcs hand washing 17 MACHETE pcs 18 ZINC sheets shelter, roofing 19 SPADE / SHOVEL pcs latrine / well digging 20 PICK AXE / DIGGER pcs latrine / well digging 21 BED SHEETS pcs adult size Family sized Insecticide WHO 22 MOSQUITO NETS pcs Rectangular (2.0mx1.5m) treated approved Protection from insect vectors

23 KITCHEN SETS 5litre and 7litre pots w cutlery, cups preparing, cooking and set aluminium lids bowls and plates consuming food 24 KEROSENE LAMPS pcs toothbrush, combs, sanitary washing 25 HYGIENE KIT ITEMS set toothpaste towels/pads toweling material basin personal hygiene 26 BOOTS pairs rubber rainboot / gumboot 27 28 29 30 31 Annex C: Questionnaire - Relief Items Surveyed (26 Items)

How many of this item are IN WHERE was this What How many suppliers STOCK right item What is the CURRENCY ALTERNATIVE ITEM SPECIFICATION is this item, or now? (TOTAL manufactured? average UNIT have you used LINE alternative item, from all (Enter as much PRICE of this for this unit NUMBER Spec 1 Spec 2 Spec 3 available with? suppliers) detail as known) item? price? NOTES / COMMENTS 1 2 3

4 5 6 7 8

10 11

13 14

15 OUTLET DIAMETERS> MANUFACTURER> 17 18 19 20 21 22

23 24

25 26 27 28 29 30 31 Annex D: Questionnaire – Return Summary

Country Number of reference Country Name questionnaires number for this completed study 1 Cook Islands 1

2 Republic of the Fiji Islands 1

(Eastern)Indonesia: the provinces of Ambon, 3 6 Kupang, Makassar and Jayapura 4 Kiribati 0

5 Republic of the Marshall Islands 0

6 Federated States of Micronesia 1

7 Nauru 0

8 Niue 0

9 Palau 1

10 Papua New Guinea 3

11 Samoa 1

12 Solomon Islands 2

13 Timor Leste 4

14 Tonga 1

15 Tuvalu 0

16 Vanuatu 3

TOTAL RECEIVED 24

93 Annex E: Questionnaire Data [Note: Question numbers refer to questions in Annex B] E1: Source of Purchase for Emergency Response Items 1. Cook Islands